Efficiency in achieving goals. Implementation of the strategic plan, management by objectives

Achieving the goals of the organization requires certain production and management activities of the organization’s employees, that is, a set of actions and active behavior. It is characterized by such features as spatio-temporal certainty, spontaneity or planning, independence or subordination, etc.

If an activity fully or partially achieves its goals, it is considered effective. Approximately effectiveness can be determined even before the start of the activity itself as potential effectiveness; the real one depends on the degree of achievement, that is, on the results obtained in practice. Since to achieve goals they use different ways, it is also legitimate to talk about the effectiveness of the latter.

It is necessary to distinguish from the effectiveness of activity its profitability and efficiency. The first is to obtain a certain positive result, for example profit; the second shows the price that had to be paid for this result, correlating it with the amount of costs. The more the result exceeds the costs, the more economical the activity.

At the same time, there is no one-to-one correspondence between economy and efficiency. A highly economical activity may be ineffective in terms of achieving the goal itself, leading away from it, and an effective one may be uneconomical if the goal is achieved at too high a price. In fact, between these two approaches a certain compromise must always be achieved, based on the optimal ratio of efficiency and economy for given conditions.

A change in a more favorable direction in the relationship between the results obtained and the costs associated with them is called the economization of activities. In practice, it is not always possible, and its stabilization and even the reverse process often take place. Economization itself is achieved in several ways: reducing costs with the same results; increase in results with less increase in costs; increasing results while reducing costs (the most favorable option); a decrease in results with an even greater reduction in costs.

Thus, the economization of an activity is not always associated with an increase in its profitability, since the absolute result may even be reduced, so the criterion of profitability can only be taken into account when assessing the achievement of a given goal without regard to others.

Effective activity is characterized by such features as effectiveness, simplicity and rationality of technology and organization, accuracy, reliability of elements (equipment, materials, workers), high quality all processes and their results, compliance with the goals of the organization, enterprise, high activity, diligence, hard work, perseverance of the participants.

Let us now briefly touch on the most general approaches to ensuring the necessary efficiency of production and management activities. First of all, we should talk about creating for her in advance necessary conditions in the form of preferential positions in certain areas, preventing the influence both now and in the future of unfavorable circumstances, especially those whose impact may be irreversible.

Further, the implementation of the activity itself must be timely, which requires choosing the most opportune moment to begin it, optimal sequence individual stages, preventing unnecessary breaks and loss of time. The importance of taking these circumstances into account in the context of the constant complication of economic processes cannot be overestimated.

Effective activity is impossible without freedom of maneuver, which prevents the possibility of falling into a deadlock. If such freedom is absent, then in order to avoid troubles, sometimes you have to wait, which can lead to the loss of an advantageous moment to take action. Freedom of maneuver for the organization is ensured by constant readiness for them, the search for reserves, and the creation of conditions for full use of the opportunities provided.

The most important condition for effective activity today is maximum automation and computerization of production processes, which free people not only from hard work, but also from performing routine operations that constrain them Creative skills and opportunities.

Practice has shown that at present, such a once widely used method of increasing operational efficiency as individual specialization, within the framework of which an employee could improve his skills only to certain limits, is increasingly demonstrating its limitations. Therefore, today it is complemented by the expansion of the range of labor functions that everyone performs at their workplace, and the mastery of new related and independent professions by people.

Finally, a significant increase in the efficiency of production and management activities and the achievement of the organization’s goals is achieved when its members identify these goals with their own, which is possible only at a high level of maturity of both each individual and the team as a whole. Reaching such a stage makes possible development the so-called management by objectives, which is becoming increasingly widespread in the West today. We now move on to getting to know its basics.

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Achieving organizational goals involves the joint work of people who are employees of the organization. Each organization, be it a partnership with limited liability, which employs five people, or a University with tens of thousands of employees, needs to coordinate this interaction and establish a certain internal order. This order appears in the form organizational structure and organizational culture.

Achieving organizational goals involves the joint work of people who are employees of the organization.

Achieving organizational goal achievements is the area in which PR activity should make a significant contribution, and for which, in fact, PR specialists receive their salaries and fees.

To achieve an organizational goal, a large amount of data is required, which must be familiarized to innovation participants as the work progresses.

The structure is created to achieve organizational goals, therefore, as these goals and environmental conditions change, it must undergo changes, otherwise the effectiveness of its activities will significantly decrease. For example, in the early 80s, the American automobile corporation General Motors was forced to reduce the number of hierarchical levels (from director to assembler) in its assembly plants from 22 to 6 in order to increase the degree of production flexibility, share responsibility for product quality with workers, and use them intellectual potential to increase competitiveness in the market.

Types of ORGANIZATIONAL STRUCTURE.

The structure is created to achieve organizational goals, therefore, as these goals change or the conditions for their implementation (state of the external environment) can and should undergo changes, otherwise the effectiveness of the organization may significantly decrease. In the early 80s. The American automobile corporation General Motors was forced to reduce the number of hierarchical levels (from director to assembler) at its assembly plants from 22 to 6 in order to increase the degree of production flexibility, share responsibility for product quality with workers, and use their intellectual potential to increase the company's competitiveness in the market. , focusing on high quality, variety, and manufacturability.

They always increase the chances of achieving long-term organizational goals.

Human resource management consists of ensuring the achievement of organizational goals by ensuring the production behavior required by the organization of each of its employees or the implementation of organizational competencies directly related to personnel. The human resource management strategy consists of determining ways to develop these competencies among all personnel of the organization and each of its employees individually. Like the development strategy of the organization as a whole, the personnel management strategy is developed taking into account the internal resources and traditions of the organization and the opportunities provided by the external environment.

Human resource management is about ensuring the achievement of organizational goals by ensuring the behavior required by the organization of each of its employees or the implementation of organizational competencies directly related to personnel. The human resource management strategy consists of determining ways to develop these competencies among all personnel of the organization and each of its employees individually.

An effective organizational complex is formed when the interaction of several teams is required to achieve organizational goals. At this level, teams focus on the needs of the organization as a whole. The word complex is used to describe a command with a large number members and subteams having different purposes and performing various stages of work.

An integrated management system represents a coordinated effort to achieve organizational goals. Process strategic planning looks to the future and creates a map of the path that the organization must take to solve its problems. Long-term financial forecasting is an attempt to determine the future financial needs of an organization and examine the extent to which the strategic plan is capable of increasing shareholder value. The annual budget ensures that outputs are consistent with the short-term objectives set out in the global strategic plan.

The task of human resource management is to shape the production behavior of employees to ensure the achievement of organizational goals.

If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state to which the organization strives at each moment in time is fixed in the form of its goals. In other words,

Strategic goals are specific results and achievements, distributed over time, that are necessary for the implementation formulated in the mission.

Goals are a specific state of individual characteristics of an organization, the achievement of which is desirable for it and towards which its activities are aimed

The importance of goals for an organization cannot be overestimated.

Goals are the starting point for planning activities, goals are the basis for building organizational relationships, the motivation system used in the organization is based on goals, and finally, goals are the starting point in the process of monitoring and evaluating the work results of individual employees, departments and the organization as a whole.

Depending on the period of time required to achieve them, goals are divided into long-term And short-term.

In principle, the basis for dividing objectives into these two types is the time period associated with the duration of the production cycle.

The goals that are expected to be achieved by the end of the production cycle are long-term. It follows that different industries must have different time frames to achieve long-term goals. However, in practice, goals that are achieved within one to two years are usually considered short-term, and, accordingly, long-term are goals achieved in three to five years.

Dividing goals into long-term and short-term is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by much greater specificity and detail (who should do what and when) than long-term goals. Sometimes, if the need arises, intermediate goals are also set between long-term and short-term goals, which are called medium term.

Requirements for goals

Goals are absolutely essential for the successful functioning and long-term survival of an organization. However, if goals are incorrectly or poorly defined, this can lead to very serious negative consequences for the organization.

The goal of an organization is its future desired state, the motive for the behavior and actions of its employees. Unlike the mission, goals express more specific areas of the enterprise's activities.

Doran created the SMART GOAL checklist (see Table 2.1), which is very useful in formulating goals.

Table 2.1 - CHARACTERISTICS OF OBJECTIVES

The goals of each level reflect common goal, and the lower the level, the more detailed the goals.

The goals of the organization are formulated and established based on the overall mission and certain values and goals that are oriented by senior management. To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear frame of reference for subsequent decisions and evaluation of progress. It will be easier to determine how well the organization is working towards achieving its goals.

Secondly, goals should be oriented in time. It is necessary to determine precisely not only what the organization wants to accomplish, but also when the result should be achieved. Goals are usually set for long or short time periods. A long-term goal has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. A short-term goal in most cases represents one of the organization's plans that should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Thirdly, goals should be achievable to serve to improve the efficiency of the organization. Setting a goal that reduces the organization's capabilities due to insufficient resources or due to external factors can lead to disastrous consequences. If goals are unattainable, employees' desire to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to link rewards and promotions to the achievement of goals, unattainable goals can make the means an organization uses to motivate employees less effective.

Fourthly, to be effective, the organization's multiple goals must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Directions for setting goals

Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission, each organization sets its own goals, specific both in terms of a set of parameters of the organization, the desired state of which acts as the goals of the organization, and in the quantitative assessment of these parameters.

Goals will only be a meaningful part of the strategic planning and management process if senior management formulates them correctly, then communicates them to everyone in the organization and encourages their implementation. The strategic planning and management process will be successful to the extent that senior management is involved in setting goals and to the extent that those goals reflect management's values and real opportunities companies.

Key spaces for defining organizational goals are presented in Table 9.1.

There is general agreement among strategic planners that the most important financial goals. Profit occupies a leading position in the hierarchy of goals of a commercial organization.

Goals are always achieved under certain restrictions that can be set by the organization itself and influenced from the outside.

Internal limitations may be the principles of the company, the level of costs, production capacity, financial resources, the state of marketing, management potential, etc.

External restrictions may include legislative norms, inflation, competitors, changes in economic conditions and income levels, the financial condition of main partners and debtors, etc.

However, despite the situational nature of fixing a set of goals, there are four areas in which organizations set their goals:

1) income of the organization;

2) work with clients;

3) the needs and welfare of employees;

4) social responsibility.

As can be seen, these four areas concern the interests of all entities influencing the activities of the organization, which were mentioned earlier when discussing issues of the organization’s mission.

The most common areas along which goals are set in business organizations are as follows.

1. In the area of income:

Profitability, reflected in indicators such as profit margin, profitability, earnings per share, etc.;

Market position, described by indicators such as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;

Productivity, expressed in costs per unit of production, material intensity, output per unit of production capacity, volume of products produced per unit of time, etc.;

Financial resources, described by indicators characterizing the capital structure, cash flow in the organization, the amount of working capital, etc.;

The capacity of the organization, expressed in target indicators relating to the size of the capacity used, the number of units of equipment, etc.;

Development, production of a product and updating of technology, described in such indicators as the amount of costs for implementing projects in the field of research, the timing of the commissioning of new equipment, the timing and volume of product production, the timing of introducing a new product to the market, the quality of the product, etc.

2. In the area of working with clients:

Work with customers, expressed in such indicators as speed of customer service, number of complaints from customers, etc.

3. In the area of working with employees:

Changes in organization and management, reflected in indicators that set targets for the timing of organizational changes, etc.;

Human resources, described using indicators reflecting the number of absences from work, staff turnover, employee training, etc.

4. In the field of social responsibility:

Providing assistance to society, described by such indicators as the volume of charity, timing of charitable events, etc.

A core vision and business philosophy are necessary to establish the strategic goals of the organization's owners, managers, employees, and to gain the trust of customers and other stakeholders so that there is no conflict of interest. Correct definition of goals is a global prerequisite for the successful development of management strategy at any level.

It's not just the message, the business philosophy, and the core vision that are used to shape strategic goals. Extremely important sources of information are data on the internal and external environment, expected market dynamics, competition and other factors (see Figure 2.2).

Figure 2.2 - The process of formulating and monitoring strategic goals

Hierarchy of goals (“goal tree”)

In any large organization that has several different structural divisions and several levels of management, there is hierarchy of goals, which is a decomposition of goals over high level to a lower level goal. The specificity of the hierarchical construction of goals in an organization is due to the fact that:

Higher level goals are always broader in nature and have a longer time horizon for achievement;

Goals of a lower level act as a kind of means for achieving goals of a higher level.

For example, short-term goals are derived from long-term ones, are their specification and detail, are “subordinate” to them and determine the activities of the organization in the short term. Short-term goals set milestones on the way to achieving long-term goals. It is through the achievement of short-term goals that an organization moves step by step towards achieving its long-term goals.

Based on the large number of enterprise goals, their individual nature and complex relationships, a special model is used to analyze them - the goal tree model.

To build such a model, goal statements should consist of the following elements:

Scale of the goal (to what extent should the goal be achieved?);

Timeframe for completing the goal (how long will it take to achieve the goal?).

The method of structuring goals provides for a quantitative and qualitative description, time frame for achievement and analysis of hierarchically distributed interrelated and interdependent strategic management goals.

Structured goals are often presented graphically as a “tree” of goals, showing the connections between them and the means to achieve them.

The construction of such a “tree” is carried out on the basis of deductive logic using heuristic procedures. It consists of goals of several levels: general goal - main goals (subgoals of the 1st level) - goals of the 2nd level - subgoals of the 3rd level and so on until the required level.

To achieve the general goal, it is necessary to realize the main goals (essentially, these goals act as a means in relation to a higher goal); to achieve each of the main goals, it is necessary to implement, respectively, its more specific goals of the 2nd level, etc.

Typically, classification, decomposition and ranking procedures are used to build a “tree” of goals. Each subgoal should be characterized by a coefficient of relative importance. The sum of these coefficients for the subgoals of one goal should be equal to one.

Each level of goals (subgoals) should be formed according to a certain criterion for decomposing the process of achieving them, and any goal (subgoal) should preferably be attributed to an organizationally separate unit or executor.

The hierarchy of goals plays a very important role, since it establishes the “coherence” of the organization and ensures that the activities of all departments are oriented toward achieving top-level goals. If the hierarchy of goals is constructed correctly, then each division, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

In conclusion, we can note the main differences between the mission and goals of the organization (Table 9.2).

Established goals must have the status of law for the organization, for all its units and for all members. However, immutability does not follow from the requirement that goals are obligatory. It was said earlier that due to the dynamism of the environment, goals can change. It is possible to approach the problem of changing goals in the following way: goals are adjusted whenever circumstances require it. In this case, the process of changing goals is purely situational in nature.

But another approach is possible. Many organizations engage in systematic proactive goal change. With this approach, long-term goals are set in the organization. Based on these long-term goals, detailed short-term goals (usually annual) are developed. Once these goals are achieved, new long-term goals are developed. At the same time, they take into account those changes that occur in the environment, and those changes that occur in the set and level of requirements put forward in relation to the organization by subjects of influence. Based on new long-term goals, short-term ones are determined, upon achievement of which new long-term goals are again developed. With this approach, long-term goals are not achieved, since they change regularly. However, the organization constantly maintains a long-term goal orientation and regularly adjusts its course to take into account new circumstances and opportunities that arise.

One of the most important points that determine the process of setting goals in an organization is the degree to which the right to make decisions on goals is delegated to the lower levels of the organization. As acquaintance with real practice shows, the process of setting goals in different organizations proceeds differently. In some organizations, goal setting is completely or largely centralized, while in other organizations there may be complete or almost complete decentralization. There are organizations in which the process of setting goals is intermediate between complete centralization and complete decentralization.

Each of these approaches has its own specifics, its advantages and disadvantages. Thus, in the case of complete centralization when setting goals, all goals are determined by the highest level of management of the organization. With this approach, all goals are subordinated to a single orientation. And this is a definite advantage. At the same time, this approach has significant drawbacks. Thus, the essence of one of these shortcomings is that at the lower levels of organizations there may be aversion to these goals and even resistance to their achievement.

In the case of decentralization, the process of setting goals involves, along with the upper and lower levels of the organization. There are two schemes for decentralized goal setting. In one, the process of goal setting goes from top to bottom. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals based on what goals have been set for the higher level. The second scheme assumes that the process of goal setting proceeds from the bottom up. In this case, lower levels set goals for themselves, which serve as the basis for setting goals at a subsequent, higher level.

As you can see, different approaches to goal setting differ significantly. However, the general thing is that the decisive role in all cases should belong to top management.

Strategic objectives

The distinction between goals and objectives is based on the level at which they operate in the organization. The tasks also relate to individual divisions of the organization or its branches.

It is also possible for tasks to be present in goals, but at the department level if they are included in the process of achieving goals. In this case, the tasks are a reformulation of general goals, in the part of their achievement that is assigned to individual divisions (for example, the company’s goal to obtain a certain percentage of sales growth can be reformulated as specific tasks of a production unit, marketing department, transport department, financial service, etc.). d.).

Objectives are more short-term in nature than goals, as they are related to planning current activities. This often results in tasks that are multiple in nature, as they are operational in nature and may vary depending on the company's line of business.

The purpose and main objectives form the background against which proposed strategies are formulated, as well as the criteria by which they are evaluated.

Key objectives establish what the organization intends to accomplish in the medium and long term to achieve the goal.

Organizational goals, strategic planning

An important step in planning is choosing goals.

The goals of the organization are the results that the organization seeks to achieve and towards which its activities are aimed.

The main target function or mission of the organization is identified, which determines the main directions of the company’s activities.

Mission is the main main goal of the organization for which it was created.

When determining the mission of the organization, it is necessary to take into account:

Statement of the organization's mission in terms of its production of goods or services, as well as the main markets and key technologies used in the organization;

The position of the company in relation to the external environment;
- organizational culture: what kind of working climate exists in this organization; what type of workers is attracted to this climate; what are the basis of the relationship between the company's managers and ordinary employees;

Who are the clients (consumers), what needs of clients (consumers) the company can successfully satisfy.

The mission of an organization is the basis for formulating its goals. Goals provide the starting point for planning.

The goals are distinguished:

By scale of activity: global or general; local or private.
By relevance: relevant (primary) and irrelevant.
By rank: major and minor.
According to the time factor: strategic and tactical.
By management functions: goals of organization, planning, control and coordination.
By organizational subsystems: economic, technical, technological, social, production, commercial, etc.
By subject: personal and group.
According to awareness: real and imaginary.
According to achievability: real and fantastic.
By hierarchy: higher, intermediate, lower.
By relationship: interacting, indifferent (neutral) and competing.
By object of interaction: external and internal.

The strategic planning process is a tool that helps company management make the right strategic decisions and adjust accordingly daily life organizations.

Strategic planning is a set of decisions and actions carried out by a firm's management to achieve the organization's goals.

Strategic planning includes four main types of management activities:

Resource Allocation: Allocation of available funds, highly qualified personnel, and technological and scientific expertise available in the organization.
Adaptation to the external environment: actions that improve the firm's relationship with the surrounding external environment, i.e. relationships with the public, government, various government agencies.
Internal coordination of the work of all departments and divisions. This stage includes identifying strengths and weaknesses firms to achieve effective integration of operations within the organization.
Understanding organizational strategies. This takes into account the experience of past strategic decisions, which makes it possible to predict the future of the organization.

The strategic planning scheme consists of stages:

Implementation of the strategic plan, management by objectives.

After developing the organization's strategy, the stage of its implementation begins.

The main stages of strategy implementation are: tactics, policies, procedures and rules.

Tactics are short-term action plans that are aligned with the strategic plan. Unlike strategy, which is often developed by senior management, tactics are developed by middle managers; tactics are more short-term in nature than strategy; The results of tactics manifest themselves much faster than the results of strategy.

Policy development is the next step in implementing the strategic plan. It contains general settings in relation to actions and decision making to facilitate the achievement of organizational goals. The policy is long-term. The policy is formed to avoid deviations from the main goals of the organization when making day-to-day management decisions. It shows acceptable ways to achieve these goals.

After developing the organization's policies, management develops procedures based on previous decision-making experience. The procedure is used when the situation occurs frequently. It includes a description of the specific actions that need to be taken in a given situation.

Where complete absence of freedom of choice is appropriate, management develops rules. They are used to ensure that employees accurately perform their duties in a specific situation. Rules, unlike a procedure that describes a sequence of repeated situations, are applied to a specific single situation.

An important step in planning is developing a budget. It represents a way of most effectively allocating resources, expressed in numerical form and aimed at achieving certain goals.

Effective method management is a method of management by objectives.

It consists of four stages:

Formulating clear and concise goals.
Development best plans achieving these goals.
Monitoring, analysis and evaluation of work results.
Adjustment of results in accordance with plans.

The development of goals is carried out in a descending order through the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager must ensure the achievement of the goals of his superior. On at this stage goal development is mandatory Feedback, that is, a two-way exchange of information, which is necessary to harmonize them and ensure consistency.

Planning determines what needs to be done to achieve a given goal. Several stages of planning can be distinguished:

Determining the tasks that need to be solved to achieve goals.
- establishing the sequence of operations, creating a calendar plan.
- clarification of the powers of personnel to perform each type of activity.
- assessment of time costs.
- determining the costs of resources needed to carry out operations through the development of a budget.
- adjustment of action plans.

Organizational structure of the enterprise

The decision to choose an organizational structure is made by the top management of the organization. Middle and lower levels of management provide initial information, and sometimes offer their own options for the structure of the units subordinate to them. The best structure of an organization is considered to be one that allows optimal interaction with external and internal environment, satisfy the needs of the organization and most effectively achieve its goals. The organization's strategy should always determine the organizational structure, and not vice versa.

The process of choosing an organizational structure consists of three stages:

Dividing the organization into enlarged blocks horizontally, in accordance with the areas of activity;
- establishing the balance of powers of positions;
- definition job responsibilities and entrusting their implementation to specific individuals.

Types of organizational structures:

Functional (classical). This structure involves dividing the organization into separate functional elements, each of which has a clear, specific task and responsibilities. This structure is typical for medium-sized firms or organizations that produce a relatively limited range of goods and operate in stable external conditions, and where standard management decisions are most often sufficient.
Divisional. This is the division of an organization into elements and blocks by type of goods or services, or by consumer groups, or by regions where goods are sold.
Grocery. With this structure, the authority to produce and sell any product is transferred to one manager. This structure is most effective in developing, mastering production and organizing the sale of new products.
Regional. This structure provides the best problem solving, related to taking into account the specifics of local legislation, as well as traditions, customs and consumer needs. The structure is designed mainly to promote goods to remote regions of the country.
Customer-oriented structure. With this structure, all divisions are united around certain groups of consumers who have similar or specific needs. The purpose of such a structure is to satisfy these needs as fully as possible.
Project. This is a temporarily created structure to solve a specific problem, or to implement a complex project.
Matrix. This is a structure that is obtained as a result of superimposing a project structure on a functional one, and assumes the principle of subordination (to both the functional manager and the project manager).
Conglomerate. It involves the connection of various divisions and departments that work functionally, but are focused on achieving the goals of other organizational structures of the conglomerate. Most often, this structure is used in large national and international corporations.

The degree of centralization of the organizational structure plays an important role. In a centralized organization, all management functions are concentrated in top management. The advantage of this structure is a high degree of control and coordination of the organization's activities. In a decentralized organization, some of the management functions are transferred to its branches, departments, etc. This structure is used when external environment characterized by intense competition, dynamic markets and rapidly changing technology.

Staff motivation

For more effective work of personnel in an organization, its motivation is mandatory.

Motivation is the process of motivating other people to act to achieve organizational goals.

Modern theories of motivation are divided into two categories: content and process.

Content theories of motivation are based on the definition of needs. Need is a feeling a man of flaw, the absence of something. To motivate an employee to action, managers use rewards: external (monetary, career advancement) and internal (feeling of success). Process theories of motivation are based on elements of psychology in human behavior.

Control

Control is the process of ensuring that a firm achieves its objectives. Control can be divided into: preliminary control, current control, final control.

In general, control consists of setting standards, measuring the results achieved, and making adjustments if results are achieved that differ from the established standards.

Preliminary control is carried out before the organization begins work. It is used in three industries: in the field human resources(recruitment); material resources (selection of raw material suppliers); financial resources(company budget formation).

Current control is carried out directly during the work and daily activities of the organization, and involves regular checking of subordinate personnel, as well as discussion of emerging problems. At the same time, feedback between departments and the upper management echelon of the company is necessary to ensure its successful operation.

Final inspection is carried out after the work is completed. It provides information to the head of the company for more optimal planning and implementation of similar tasks in the future.

Control-oriented employee behavior produces more effective results. However, reward and punishment mechanisms must be in place. At the same time, it is necessary to avoid excessive control, which can irritate employees and staff. Effective controls must be strategic, reflect the firm's overall priorities, and support the organization's operations. The ultimate goal of control is not only the ability to identify a problem, but also to successfully solve the problems assigned to the organization. Control must be timely and flexible. Simplicity and effectiveness of control, and its cost-effectiveness are very relevant. The presence of an information and management system in an organization helps to increase the efficiency of control and planning of the company’s activities. The management information system must contain information about the past, present and future of the organization. This information allows the company's management to make optimal decisions.

Competent organization and effective achievement of the organization’s goals should be a significant component of the corporate culture of the enterprise. By using it to set the vector of movement, management will ensure the strategic implementation of tasks for the near future.

From the article you will learn:

Management can use the most different methods achieving the organization's goals. One of the options for achieving the company's strategic goals is to use the corporate culture of the enterprise.

We draw up a plan and adjust the corporate culture to achieve the organization’s goals

The company approved a plan to achieve strategic goals for five years. The first goal is to enter the top three best companies industry. The second goal is to win a prize in a specialized category at an international festival. To achieve them, employees must work at a qualitatively new level.

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This is possible if everyone understands why it is needed and what the point is. To do this you need to change corporate culture– it should become one of the best in the industry. It is also necessary to define KPIs to evaluate the results and methods of achieving strategic goals.

We conduct a survey of staff loyalty, satisfaction and engagement. Let's analyze the results.
The questionnaires included not only standard loyalty questions such as “Would you recommend our company as a worthy employer to your friends who are looking for a job?”, but also those that can be used to assess the involvement and satisfaction of employees working in the company.

They were formulated using the methodology of Aon Hewitt and AXES Management. Its main elements are work, opportunities, remuneration, procedures, management style. Employees' responses were assessed on a 10-point scale (from 1 to 10). Then for each block of questions they displayed GPA: Added up all the ratings given by employees in the block and divided by the number of ratings.

As a result, we saw the level of employee engagement, satisfaction and loyalty in the company. We learned which issues need to be influenced first. And then we outlined what level we want to achieve, how much to improve these indicators in the long term.

What kind of employee should be capable of achieving organizational and other goals of the enterprise?

To create a collective image of an employee, we determine his personality type. We realized that our employee is harmonious developed person who is satisfied with his job, profession and life in general. For this to happen, he must have three qualities:

physical health,

developed mind and professionalism,

warmth and responsiveness.

Now we had to figure out how to change the corporate culture so that it would contribute to the development of precisely these qualities in employees. Analyze what's good about corporate culture and what should be preserved and developed. The result was a simple and understandable concept for every employee for an updated corporate culture consisting of three blocks: “Stronger. Kinder. Cleverer".

Block "Kinder". What to do to develop warmth and responsiveness in employees. This block outlined how to develop the “Social and Charitable Projects” direction.

Block "Smarter". How to improve your level of professionalism. This block denotes the development of two directions at once: learning and teaching. What exactly to outline in each of them, see Table 2.

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Table 2. Activities to develop the “Smarter” corporate culture block

Based on the blocks of the new concept of corporate culture, develop an action plan and select methods for achieving the company’s goals. These activities are necessary in order to develop the areas identified in each of the blocks of the concept. When developing a plan, consider the value system of the majority of employees.

EXAMPLE

For example, there are many representatives of generation Y. They have the following values:

equal competition,
opportunities for everyone,
leadership,
freedom of expression and a minimum of restrictions.

Exactly what activities and timing to include in the plan, see Table 3.

Table 3. Work plan within the framework of the concept corporate culture for the second quarter of 2016 (fragment)

Direction	Task/action	Planned result	The result is actual
Corporate culture	Conduct an employee survey (satisfaction, loyalty, involvement, suggestions for non-financial motivation)	Analytical information for developing a system of non-material motivation, working with involvement, satisfaction, loyalty	The survey has been completed. The report has been generated. The results were communicated to management
	Corporate culture concept: develop, approve	Approved concept and strategy of corporate culture	Developed and approved by management
	Corporate sports	The team is to create, register and post on the website of the “Life as a Miracle” foundation. T-shirts – layouts to be developed by the designer, approved, produced	Run_Red_Run command. Warm-up with the “star” Marta Nosova in May. Marathon race 19.06. T-shirts are made.
	Charity	Work with the Charitable Foundation: Run_Red_Run team. Colorful race 16.06, collecting things in the office for sale	The team has been created and registered on the foundation’s website. Collection of items for sale has been carried out. Funds raised through the Run_Red_Run command
Education and development	Develop and approve an indicative training plan for 2016 (by departments and topics)	An indicative training and development plan for the company as a whole (draft), which will then be adjusted online	Developed and approved by management
Education and development	Introductory training	Conducted a seminar for beginners	Conducted

Read more about the development of corporate culture to achieve certain goals in .

To change corporate culture or not as a means to achieve a goal

Corporate culture always needs to be addressed. But this does not mean that something necessarily needs to be changed. Perhaps those traditions that have already developed in the team fully meet the objectives of the organization and help in achieving goals. In this case, traditions only need to be strengthened.

Corporate culture always exists in a company. It manifests itself in the relationships between employees, in the company’s corporate attributes and symbols, and in how decisions are made within it. Another question is what is this corporate culture. It can be family or market, club or academic. The HR director needs to determine what type of corporate culture his team is closer to.

If the company has not yet written down the mission of the corporate culture, a Code can be developed and implemented. It all depends on the organization’s priorities in achieving and implementing its strategic goals. If it is more important to formalize corporate rules, then first of all you need to deal with the Code, and if the first task is to determine strategic goals, then it is better to start with the mission.

Corporate culture is not something set once and for all. And it should change under the control of the HR director. It is important not to miss this process. Changes need to be made gradually. For violators, it is necessary to provide a transparent system of punishments, including material ones, such as a reduction in bonuses.

Useful article: Read more about corporate culture as part of the strategy for achieving the organization’s goals in .

Is it possible to achieve the goals of an organization if employees are very satisfied with their work in the company?

According to American psychologist Uri Simonson, if the vast majority of a company's employees demonstrate high satisfaction, this is an alarming signal. When a person is happy with everything, he does not want to develop and learn and, most likely, does not work at full capacity. Only lazy people who are formal about their official duties are happy with everything. Let's see if this is true?

An employee may be satisfied with the company, but this does not mean that he works with dedication in the organization and effectively helps achieve its goals. Also measure engagement! Engaged employees care about the cause, perceive the business and achieving the organization’s project goals as their own task, and effectively use the company’s resources to achieve results. It’s good when engagement in a company is high (say, 80%), but satisfaction is slightly lower (for example, by three points - 77%). In the future, this ratio will lead to increased efficiency.

Satisfaction is a deterrent, not a motivator. It will not improve productivity. It would seem that a satisfied person should work with greater efficiency. But not everything is so simple. For example, one company created a very comfortable conditions: fitness, training, nutrition, entertainment. This initially generated positive reactions and enthusiasm from staff. But after a while, people began to be distracted from work, and productivity dropped. Although satisfaction has increased. It has become only a deterrent factor, but not a motivating factor to achieve the company's goals.

For a satisfied person to work efficiently, motivate him to achieve results. There are radically opposite situations. One person, receiving an excellent salary, having a good social package, opportunities for growth, works better and better. In another case, the employee perceives all the benefits that the company gives him as a given. Relaxes and does less and less less work. I am sure that in order for employee satisfaction to be converted into high results, he must be motivated to achieve results and demonstrate independence in achieving the strategic goals of the enterprise. Read more about adequate motivation in .

In conclusion, it must be added that with any method of achieving project goals, an unspoken rule must apply: “The process is not important, the result is important.” No one controls the process of completing tasks. Good conditions labor is certainly present, but at the same time all employees really work hard.