Individual personnel planning consists of setting life goals, developing criteria for achieving them and drawing up individual plans work.

Goal setting is a combination of goals, means and results.

Target - This is an ideal, mental anticipation of the result of human activity. The goal is the direct motive that directs and regulates human activity. The content of the goal depends on the objective laws of reality, the different capabilities of a person and the means used to achieve the goal.

There are strategic (global) and tactical (local) goals.

A strategic (global) goal determines the future qualitative state of the system for the long term, which a person strives to achieve. For example, get a higher economic education, start a family and raise children, organize a new production enterprise, etc.

Tactical (local) goals determine the future state of individual subsystems and have a qualitative dimension, but the time for their achievement is limited by the current period, usually up to 1 year.

For example, go to college, get married, draw up a business plan for a new enterprise, buy a car. A.P. Chekhov said: “Actions are determined by their goals. That thing is called great, whose purpose is great.”

The goal has a qualitative meter and an uncertain spatial and temporal state - a kind of “mirage” at the end of the path - however, to plan life goals, a person needs certainty, so the goal must be concretized into real tasks using criteria for the effectiveness of its achievement.

Goal achievement criterion- a quantitative indicator that determines the measure or degree of assessment of the achievement of a goal in comparison with others possible options(alternatives).

The criterion always has quantification and is aimed, depending on the indicator, at minimizing or maximizing the state of the system. For example, minimum costs for production, maximum gross profit, minimum turnover of workers, maximum output, etc.

Using the criterion, the process of achieving a goal is divided into a set of local material or spiritual tasks, the solution of which contributes to the achievement of the goal. If a set of tasks is not solved, then we can talk about partial or incomplete achievement of the goal. For example, a student left the institute after the 4th year and did not defend his diploma, so he did not receive higher education. The scientist prepared but did not defend his Ph.D. thesis. The apartment has not yet been completed, although its cost has been paid to the construction organization.

Global goal society was defined by K. Marx as “ensuring complete material well-being and free

comprehensive development of the individual."

Stages of target management:

Classification of management goals.

The goal of management is one of the most important categories of the theory of social management.

Stages of target management:

1. Develop a clear and concise statement of purpose

2. Development of realistic plans for their implementation

3. Systematic control and change in the quality of work and results

4. Taking corrective measures

May be qualified depending on:

· scale (state, regional, industry, etc.),

· areas of activity (executive, managerial, etc.),

· material needs, spiritual needs (education, culture, etc.),

· period of time.

Human life goals.

Some rules for formulating and realizing life goals.

· “Challenge!” The goal should be a challenge and determine the real prospects for your development.

· “Write it on paper!” The goal must be clearly stated in writing, highlighting the criteria for its achievement.

· “Limit your time!” The goal must be within certain time boundaries (duration, start and end dates).

· “Break it into stages!” The goal must consist of separate local goals and be determined quantitative indicators their achievements (criteria).

· “Tie a knot!” The existence of a set goal should constantly remind you of the need to reserve time and resources to achieve it.

· “Plan at any cost!” The goal must be realized by a set of individual plans for 5 years, a year, a quarter, a month, a week or a day.

· “Don’t be afraid of mistakes” If in the process of achieving a goal you make mistakes, come to a negative result, don’t be upset - adjust the goal or set a new one.

The most advanced mechanism for planning goals contains the Danish methodology “Time Manager International”

The time manager has become a third-generation tool and a flagship for achieving final results, in contrast to the routine recording of events on the calendar. It allows the manager to clearly control and manage his time based on his goals, to connect together “what” and “when” you want to do.

A time manager creates a unified technological base for making and executing decisions (goals, functions, tasks, operations) based on a flexible calendar (plans for the year, month, week, day).

Advantages of TM:

Allows you to achieve your goals based on everyday solutions to “elephant problems”;

Gives you the opportunity to set priorities, have an overview of things to do and use your time rationally;

Allows you to increase your creative potential, live a full life and communicate better with others;

Helps to develop a more flexible and calm attitude towards changes by promptly making changes and using replaceable blocks of forms;

There is an increase in the productivity of management personnel when TM becomes the basic tool for the operation of the entire enterprise.

However, TM also has its disadvantages:

Impossibility of application when not all specialists master this technique;

The need for special training (minimum 2-day seminar) and additional time spent on entering information into the TM (at least 30 minutes per day);

The high cost of tools and training, which only successful organizations can afford (from $400 to $900 per person).

· Not suitable for disorganized people.

TM has developed a simple and practical method for achieving

results for all management models, which includes four successive stages:

1. formulation of main goals. You will be able to achieve your goals only if they are absolutely clear to you.

2. setting priorities in solving problems, i.e. decide: which goals are the most important, which tasks can be delayed, which tasks should be addressed with limited resources;

3. creating a reliable basis for decisions. The basis for decisions should include:

Your main life goals at home and at work;

Your key areas are the most important functions in which you need to achieve results;

Major tasks that need to be solved in each key area (function);

Activities (tasks) included in each of the major sets of tasks;

Ideas that come to your mind from time to time;

A variety of information you need (data, information that helps you understand the meaning of the tasks facing you, more accurately determine their qualitative and quantitative parameters, solution methods, financial capabilities, deadlines for implementation, number of performers, etc.).

The basis for decisions should be: clear and precise, complete, easy to work with, realistic.

4. establishing a connection between the basis for decisions and time planning.

"elephant tasks" That:

Large tasks, the solution of which requires significant work and a long time;

Tasks whose intermediate stages do not bring visible results, what weakens the desire to take on them;

Tasks that most often occur in short-term planning postponed until later or seem less important and urgent compared to other operational cases.

22. The relationship between goals and plans. Planning methods.

The model for optimizing management goals includes the following elements:

as organizational goals, organizational resources, life goals

employees and management criteria. Most appropriate

Goal planning is built “from top to bottom” from the goals and resources of the organization and finds consensus with the life goals of employees and the established management criteria.

Planning life goals has a direct impact on the planning of the organization in all time horizons of planning (5 years, year, quarter, month, week, day). The relationship between goals and plans is shown in Fig. 3.4. An analysis of the actual implementation of individual plans shows that they are rarely fulfilled by more than two-thirds. This necessitates constant adjustment of plans and life goals in conditions of time shortage and influence of the external environment. Planning labor activity is an element of personnel management. Planning, on the one hand, is an important tool for influencing the management of an enterprise on personnel, and on the other, it is an opportunity for individual self-affirmation based on a combination of personal and group goals.

The initial data for planning are: philosophy of the organization; business plan of the organization; plans for economic and social development; balance sheet of the enterprise for the reporting period;

classification scheme for management goals and criteria; protocols general meetings founders (shareholders); collective agreement; employee career plans; employment contracts employees; results of sociological surveys in the team;

statistical and operational reporting of the organization; marketing research market organization; employee development plans.

There are (three main methods) of planning.

1. Directive planning(“from above”), when the administration of the organization determines tactical goals, achievement criteria and specific tasks of the organization for the current period and breaks down the plan according to structural divisions. The head of each department details the annual (quarterly, monthly) plan for operational meetings with areas, departments and services and ensures that the plan is communicated to each performer. This planning method ensures the implementation of the goals and indicators of economic and social development of the enterprise as a whole. The life goals of individuals are taken into account in general, partially, and sometimes not taken into account at all.

2. Individual planning(“from below”), when the initial stage is individual planning of the life goals of individual workers. These plans are summarized by sections and departments, aggregated by structural divisions, and then the current plan of the enterprise is formed using the consolidated planning method. In this case, people's life goals and group interests are taken into account to the maximum extent. However, it is not always possible with resources to connect the goals of the enterprise and the life goals of employees. Therefore, this planning method has found application in organizations with a high share of creative labor, for example in universities, research institutes, theaters, museums, etc.

3. Combined planning(“top-bottom”), when, on the one hand, control tasks and standards for the organization and structural divisions are formed based on the strategic goals of the organization, and on the other hand, the life goals of employees are formed based on the control tasks received. Coordination of directive and individual planning is carried out by economic services using the interpolation method at the “organization - division” levels. This method is much more complicated in the implementation process, but it allows you to achieve maximum convergence of the goals of the organization and the individual.

Planning personal time.

To effectively manage the finances of an enterprise, a specialist must have in-depth knowledge and practical skills, since only efficient use all tools and methods allows you to qualitatively solve the tasks set to achieve the strategic goals of the enterprise:

1. improvement financial situation, avoiding bankruptcy and financial failures;
2. growth in production and sales volumes;
3. leadership in the fight against competitors (from the point of view of a financier, competitiveness is expressed by return on capital, i.e. profit per unit of capital);
4. maximizing the company's price.

All these goals are interconnected and complement each other, but to carry out effective activities, an enterprise must always strive to achieve their entire complex.

However, it should be borne in mind that the goal of financial management - maximizing the price of the company, as the most reasonable criterion for financial management, is applicable only if there are no restrictions in the capital market and no discrimination in setting prices for securities.

The result of forming an enterprise development strategy is to determine the amount of long-term investments in non-current assets and sources of their financing. Sources of long-term financing include long-term credits (loans), long-term debt obligations, as well as equity (equity) capital.

These sources of financing should, at a minimum, cover the need for long-term investments.

The financial manager is always faced with the question of the structure of funding sources and the average cost of capital. This issue is strategic, and the theory of capital structure, as already noted, is fundamental in financial management.

The tactical goals that financial management should achieve are:

1. balance of amounts and timing of receipt and expenditure of funds;
2. sufficiency of cash flows;
3. profitability of sales (competitiveness at the operational level).

Consequently, the primary task of operational financial management of an enterprise is to ensure its liquidity. A serious reason for its maintenance are such dangerous consequences of insolvency as declaring bankruptcy and cessation of the existence of an enterprise. All strategic and operational decisions need to be examined to determine whether they promote or disrupt the balance.

To maintain the solvency of an enterprise, it is necessary to effectively manage its cash flows. Cash is the most limited resource in the context of the transition to market economic mechanisms, and the success of an enterprise is largely determined by the efficiency of its use. Therefore, the tasks of planning and controlling the flows (movement) of an enterprise’s funds acquire exceptional importance.

The cash turnover of an enterprise consists of cash flows in connection with various business operations, which, as already noted, can be divided according to economic content into three main categories: current, investment and financial. This grouping allows us to identify financial results from each of the three areas of activity of the enterprise. The sum of these results determines the net change in cash for the period and is reconciled with the opening and closing cash balances on the balance sheet.

Cash flows associated with current activities. Positive cash flow from current operations year after year is a paramount condition successful work enterprise and its certificate financial stability. It means that income from current activities is enough not only for simple, but also for expanded reproduction. Sustained negative results of current activities lead to insolvency, and ultimately to bankruptcy.

Tactical (current) problems include determining the amounts of investment in current assets and sources of their financing. The size of current assets depends on the scale of current activities (volume of production and (or) sales) and enterprise management tactics. Since current investments require an appropriate source, the financial manager determines their structure from the standpoint of his chosen enterprise management tactics. Short-term financing is provided through short-term loans and credits from banks, as well as all types of accounts payable. Current activities are financed from these sources.

Thus, financial management of an enterprise involves monitoring the main characteristics of the balance sheet: long- and short-term investments, long-term and short-term sources of financing, in relation to their current activities and development prospects of the enterprise.

The coordination and control function requires the financial manager to be able to interact with other managers. All business decisions have a financial aspect. For example, when making a decision to increase sales, it is necessary to assess how this will affect funds, inventories, the use of production capacity and, conversely, how the state of the company’s resources will affect sales volumes.

A successfully operating company has high sales growth rates, which makes the issue of investment in facilities, equipment and supplies relevant. Taking into account financial decisions, the manager must determine the optimal sales growth rate, choose best way financing the acquisition of assets, determine what is more profitable: to use own funds or borrowed, and if you take out a loan, for how long.

Making transactions in the financial market requires, first of all, the ability to conduct transactions on stock exchanges and in over-the-counter trading. Each company, entering the market, places free cash or your securities. Thus, it influences the stock market, and itself is influenced by it. The financial manager makes a decision on asset financing by choosing best option. If you can do this successfully, then the price of the company increases and at the same time the wealth of shareholders increases.

The logic of modern economic development leads to the fact that in the management of a large enterprise (corporation) everything big role the financial aspect begins to play. In almost all developed countries Financial institutions have long managed stakes in industrial companies. Thus, the role of the stock market and financial intermediaries in managing the economy in Lately continues to intensify. The influence of the largest industrial companies is also increasing. Thus, in the USA, 6,000 issuers list their shares on the stock exchange, in Japan – 3,000, in Germany – 650, in Russia – 200–300.

Specifics corporate development advanced countries left its mark on science. Financial management in the second half of the 20th century. developed as a science of financial management of medium and large corporations. The following is characteristic of modern Russia:

1. low level of authorized capital of privatized enterprises;
2. high price of financial resources;
3. underdevelopment of the public finance system;
4. underdevelopment of the stock market and financial infrastructure;
5. low investment attractiveness of enterprises.

The task of domestic science and practice is to use Western achievements in order to move from extensive to intensive development. It is not enough to master a specific foreign technique or model. It is necessary to adapt it to a specific situation, and for this it is very important to understand theoretical basis enterprise financial management.

Goal – an image of the desired future

What is a goal?

Let's start by analyzing the definitions:

Target - desired result (object of aspiration). What is desired to be accomplished.
The object of aspiration, what is needed, it is desirable to achieve. Not necessarily achievable.
A desire, aspiration, intention, something that someone strives to achieve. (Wikipedia)

Target ,meta,target; views, intention, end, dream, ideal, aspiration. To this end, to this end. The goal of life, the subject of the sweetest dreams. Wed. Intention to achieve a goal, to set a goal, to have a goal, to pursue a goal, with a preconceived goal, with a goal (Dictionary of synonyms of the Russian language)

Target , philosophy, is an idea that a person strives to realize. The concept of a goal includes a certain idea, a desire for its implementation, and an idea of ​​the means by which the goal can be realized. The concept of color is a product of the activity of consciousness and will, a subjective a priori form of volitional motivation, but by analogy with internal, mental phenomena, the concept of color is transferred to the external objective world; in this case, they talk about the expediency of the world order, about the occurrence of phenomena not according to the law of causality, but in accordance with the design set by the creator. (Small Encyclopedic Dictionary of Brockhaus and Efron)

Target - ideal, mental anticipation of the result of an activity and the ways to achieve it using certain means.
The goal is a way of integration into unified system different actions of one person or actions of different people. (Dictionary by social sciences. Glossary. RU)

Conclusions:

Having become familiar with different definitions Goals, you can notice close and related words and trace relationships.
So, Goals are related to desires and aspirations.
Goals are about intention.
Goals are associated with images and ideas, “constructions” of the future.
Goals are related to will and consciousness.
The goal is a process integrator.
In general, the goal is associated with the category – Meaning. A goal is what is the basis of any action and is also the result.
Key words: Desires, Intentions, Images, Will, Consciousness, Integration, Meaning.
Continuing to analyze what the goals are, you intuitively feel all the heterogeneity of the phenomenon. It’s one thing, I went to the store with a specific purpose (or an undefined one), another thing, I play sports or draw, or do business, or go to war.

Goals – awareness, values, bad goals, process goals.

It should be noted that the ability to set and achieve goals is purely human. According to modern scientific data, animals or plants do not have goal-setting abilities. Their behavior (in the case of animals) is based on instincts and reflexes.
However, we must understand that human goals are also based on biological needs, which sometimes dictate various forms of behavior. But the biological need itself, or rather the satisfaction of such needs, is not a goal until it becomes conscious. Only by understanding our need for something can we set a goal. The nuances of satisfying needs depend entirely on socio-cultural characteristics and, of course, are associated with the “higher” goals of the individual.

One’s own goals are not always clear to a person. Depending on culture and upbringing, individual life experiences, we do something seemingly aimlessly or without thinking about the goals or meaning of the action.
In this case, it makes sense to talk about awareness of goals. The more self-aware and understanding we become, the better we understand our goals.
At the same time, good self-knowledge is associated with effective goal setting and reduces the likelihood of setting a so-called “bad goal.”
Bad goals are those that, taking a lot of time and effort, remain unachieved, and, despite the fact that their achievement is declared in the depths of the soul, a person feels discomfort and rejection of these goals.

The reason for the appearance of bad goals will become clearer if you think a little about values ​​as elements of a person’s orientation in society.
From birth and throughout life, a person is in culture and society, and in the process of life he perceives the values ​​that are encoded in culture. Based on these values, a person sets goals. But, often, goals (if we talk about more global, strategic goals) are already included in cultural education and are taken for granted: you want to grow a tree, build a house and raise a son.
The discrepancy between goals and a person’s deep values ​​leads to the phenomenon of a “bad” goal. The discrepancy can be caused by the influence of other people in personal communication, and in business as well. Influence can be mediated by many factors, both personal contacts and fashionable ideas and ideologies broadcast in culture. Bad goals cause stress and demotivation, and take up a lot of resources.

When talking about goals, it seems important that a goal is not always a certain future. In a sense, the goal is the elusive present.
The goal may be to have a process with certain characteristics. For example, I want to maintain good health for as long as possible. Or - I want to receive a certain income over a certain period of time (per month, for example). Goals can also be the preservation or acquisition of a certain state or quality (the goal is to become free, to be confident, to be calm).
It is clear that achieving the goal in this case will be Full time job, the activity aimed at achieving the goal in this case is constant. In general, we can say that in the case of process goals, there is a maximum goal-value correspondence. Sometimes it is impossible to immediately distinguish between goals and values; in this case, it is probably useful to think of this phenomenon as a multifaceted process that has different properties, by analogy with the particle-wave theory in quantum mechanics. By realizing and understanding our own values, we significantly facilitate goal-setting and choice of alternatives in various uncertain situations.

Goals can be ranked by level:

Operational
Tactical
Strategic

Operational goals– everyday, momentary goals that are subordinate in relation to tactical purposes and ensuring the achievement of tactical goals.
Operational goals are rarely specifically set in themselves, but rather are specifications of actions to achieve tactical goals. For example, there is a tactical goal to go to the gym and practice tennis or fitness 3 times a week. Operational goals follow: prepare (buy) sports equipment, choose the optimal time for visiting, buy a subscription.

Tactical goals– goals that are set based on strategic guidelines and specify the value components of the goal. Tactical goals are, in essence, steps and tasks aimed at achieving strategic goals.

Strategic Goals– these are the most significant life goals-values ​​that subordinate and determine the life path of a person or the life path of a group or organization. In a person’s life, strategic goals are reflected in all life actions and steps and underlie any activity. In their final embodiment, a person’s strategic goals come into contact with such an existential question as the meaning of life. Confusion and unclear strategic goals lead to confusion in all areas of human life and entail frustration and depression.
Sometimes, in special situations, strategic goals may weaken their significance. These are acute situations social crises, wars, social upheavals. In such cases, the importance of tactical goals associated with the speedy stabilization of the situation and survival in the biological sense increases sharply. At the same time, strategic goals based on values ​​never cease to influence a person’s entire life and during critical periods. Sometimes it is during critical periods that new values ​​and strategic goals are formed due to intense emotional experience.

Target properties

The properties of goals reflect the variability and nature of personality development. I will name the main ones.
Depth– the influence of the goal on different areas of life and the degree of this influence. This is a property of strategic goals.

Consistency– the degree of interconnection and influence on other goals.
Plastic– over time, goals and values ​​undergo changes. Personal values ​​are formed gradually, and, accordingly, strategic goals also undergo changes.

Correctness of purpose– this is the consistency between strategic goals-values ​​and tactical goals. In a situation where tactical goals are not consistent with strategic value goals, the implementation of tactical goals will be difficult.

Individual nature of goals - goals are always individual. Even if the goals are called the same, each person has individual values ​​and individual meanings behind their goals.

The process of setting goals is goal setting.

Goal setting is a creative process, and the higher the level of goals, the more creative it is. If at the operational and partly tactical level goal setting is more associated with logic and analytical thinking, and is often associated with decomposition, then at the strategic level it is with creative abilities and synthetic thinking.

The necessary qualities and abilities for “good” goal setting are: good knowledge of oneself, one’s leading motives and values, will, creativity and imagination. Of course, logic and structured thinking is also of great importance. Goal setting can generally be viewed as a skill that can be trained with appropriate practice.

The meaning of goal setting.
Goal setting is a manifestation of the existential essence of a person, a process of active formation of reality. The process of goal setting and further goal achievement is, in essence, free expression of will and one of the needs of the individual. Conscious goal setting is the creation of vectoriality in the probabilistic space of life. Setting a goal itself changes the probability of achievement and changes the probabilistic lines of other events. Goal setting is creativity, creating an image of a new reality. Goal setting leads to increased energy levels and is a powerful self-motivating factor. Goal setting removes uncertainty and reduces anxiety.

Refusal of goal setting

Refusal to set goals is expressed in a person’s negative attitude towards the idea of ​​setting goals. It is associated with many factors, for example, the lack of clarity about why goal setting is actually needed and how it affects a person’s life, poor self-knowledge and the presence of contradictory tendencies and intrapersonal conflicts. In such cases, a person literally does not understand what he wants. Understanding oneself and conscious goal setting may be associated with the actualization of the conflict; in this case, awareness of values ​​and goals will be blocked by psychological defenses.
In addition to intrapersonal conflict, refusal to set goals may be associated with fears caused by the experience of setting and not achieving goals, with a lack of information about one’s own capabilities and resources for achieving and moving towards the goal.

Methods of goal setting and principles of goal setting.

The key to good goal setting is knowing yourself.

Accordingly, goal setting should begin with studying and researching oneself, one’s values, the relationship and mutual influence of existing goals.
This point is often missed or bracketed in many ways of goal setting and further goal achievement. Often, for personal goal setting, it is recommended to use methods from management, which, in fact, have a “task nature” and are not goal setting methods, but methods of critical analysis of goals. (SMART technique for example). Such techniques can be used for tactical goal setting, but are unlikely to make sense for strategic ones. The disadvantage of such techniques is the principles on which they are based, namely good awareness of the underlying conditions and resources.

Strategic goal setting should begin with an analysis of a person’s values ​​and important life attitudes. In essence, this is in-depth self-exploration, which is helped by: methods of directed imagination, Socratic dialogue with a trained consultant, test methods(For example, Rokeach’s CO), free discussions in the group, brainstorming.

The next stage is the key areas of human life, analysis of development directions and significant human niches. A simple example: Family, Work, Myself, etc.
The structuring of the spheres of life in various ways reflects a person’s picture of the world and the nature of his values ​​and attitudes.

Analysis of a person’s values ​​and spheres should not be carried out casually; significant time should be allocated for this when working with a consultant.

All work at this stage cannot be reduced to planning and diagnostics. This is not just measuring something, or collecting data for analysis. The diagnosis and analysis itself provide opportunities for correction and change. In general, any psychological work is both diagnostic and formation. This property is not only psychological work with the client, but also the fundamental principle of any measurement and research (Heisenberg’s principle), and this must be taken into account and understood.

At the stage of analyzing values ​​and basic areas of life, you can use, in addition to communicating with a consultant, visualizations and creating text and graphic descriptions, arrangement in space, psychodramatic playouts - everything that will help the client more clearly record and understand his values ​​​​and the main directions of life.
The choice of methods depends on the skill of the consultant, on the working conditions (group or individual form) and on the characteristics of the client. There is no need to rush; work at this stage should take a certain amount of time. Many declared values ​​can be reformulated and interpreted by a person in a new way at the end of this stage of work. The consultant must be as attentive as possible to the smallest nuances of all the client’s manifestations; the more methods used at this stage of work, the more information will be received for mirroring at this stage. The strategic position of the consultant in this case is maximum assistance in the client’s understanding of himself. The consultant is a “mirror” that reflects the client’s inner world and thereby makes it more accessible to understanding. For this purpose, all the techniques and methods that I mentioned above are used. Naturally, there are certain “horizons” of work. It would be reckless to assume that within a few meetings with a client, you can create a clear, internally consistent description of strategic goals for the rest of your life. But the task of highlighting and making more understandable certain “motives” in a person’s life seems quite possible.
Subsequently, after a long time, the stage of strategic goal setting can be repeated, but quite a lot of time must pass. It is worth noting that, as a rule, the need to work with a consultant does not arise out of the blue, but as a reflection of a certain crisis in a person’s life, a development crisis first of all, so the consultant’s task is to support the client, reduce uncertainty, and help overcome crisis.
The ideal result of cooperation between a consultant and a client at this stage is:

Clarification of values, leading motives in human life.
Clarification of areas of life, leading areas in life.
Setting goals. Planning horizon 3-5 years.

In this case, goals are guidelines. They must be specific. However, this is the fixation of a certain “vision” of the future, but not a rigid program. Therefore, it is not necessarily as specific as possible (as is the case with tactical goals).

24.12.2011

Operational, tactical and strategic management. Three steps for a leader

In the work process of any manager, situations inevitably arise when it is necessary to make some decisions. You may not even know what the correct, scientific names are for the management levels of a company or an entrusted department; it is more important to skillfully apply skills, knowledge and experience in practice.

In Russia and the CIS countries, an interesting situation has developed on the labor market, when 80% of top managers do not have a basic theoretical education, have not graduated from universities and MBA schools, and receive their “universities” in practice, often at random.

What does knowledge about the levels of leadership give? leaders of any call? Structuring of work goals, the ability to set tasks for subordinates and employees for the day, week, month and longer term. How to choose the most effective tools management and set them up for practical use in your company? The answer to this question is given in the article.

Operational management: what is it like today?

Operational management- solving daily, current problems. This control consists of operational planning, accounting and control. Divided by industry and service:

Operational management of the organization,

Production,

Finance,

Procurement,

Sales,

Inventories, etc.

The purpose of operational management- formation of uninterrupted operation of the service entrusted to the head, coordinated work with all other divisions of the enterprise. Traditionally, operational management has always been understood as an emergency or chaotic process of implementing decisions. Modern approach to this type of management, which includes clear tools and a complex information system, put all the RAM processes “from head to foot.”

All operational management methods used are divided into:

Operational planning:

Drawing up a plan aimed at specific results;

Finding ways to reduce costs to increase company profits;

Coordination of interaction between all structures involved in planning;

Development of criteria for assessing the effectiveness of the implementation of the operational plan.

Operational management accounting:

Various tools for actual execution of the planned plan;

Distribution functional responsibilities, according to the degree of responsibility of managers and performers for the result;

Implemented document management system.

Operational control:

Organization daily work with subordinates;

Tools for measuring the effective execution of work performed;

Using rules for setting tasks and checking their proper implementation.

Operations management is what every employee, every manager does “here and now”. This is a routine, everyday life, without which it is impossible to achieve any serious results. It is necessary to do this every day, but it is unwise to focus only on the RAM: this way you can neither build a career nor make the company a market leader.

Tactical management: choice of methods and methods

Quite often, managers do not see the difference between tactical and strategic management and confuse tactics with operational, everyday work. Tactical Control implies a form of interaction, a method of working communication within the company, a method of achieving a large, long-term strategic goal.

The simplest example: the manager decides to create professional department sales in order to become a market leader and significantly increase your profit flow. For some reason, such a step is considered to be a strategy, whereas, in fact, it is a tactic - a way to achieve a serious goal (in this case, the goal is to increase market share). Any way to achieve big goals is called tactics.

Tactical management of resources: time, finances, people, raw materials and supplies is very beneficial to those managers who have a long-term strategic goal. For everyone else who does not know the basics of goal setting, who does not know how to plan and choose from a variety of decisions what is necessary and rational at a given moment in time, tactical management is a dead end path that can lead the company to collapse.

In Lewis Carroll’s famous work “Alice’s Adventures in Wonderland,” the main character asks the Cheshire Cat for directions: “Can you tell me which road I should take?” “It depends on where you want to go,” answered the Cheshire Cat. This dialogue continues: “Yes, in general, I don’t care, as long as I come somewhere,” Alice explained and immediately received the wisest answer from the Cat: “Then it doesn’t matter which way to go. Oh, you will definitely come there, the main thing is to walk long enough and not turn anywhere.”

This dialogue between the main characters of a philosophical fairy tale perfectly illustrates the work of a tactical manager who does not have a clear course, who does not know where he is leading the company. For such managers, every day is ordinary everyday life, not one iota closer to fulfilling the main mission of the enterprise. What's the solution?

Tactical management is indispensable at the stage of introducing key ideas, when it is necessary to search for ways and methods to achieve the big, main goal of the company. However, in order to find that very “hairy” goal, you need to master the basics of strategic management.

Strategic management: I see the goal!

The future of any organization is formed at the level of strategic management. The results that the company receives today were laid as the basis yesterday. In the main book of all times and peoples it is written: “A time to scatter stones and a time to gather them up.” The stones were scattered once; the present and future of the enterprise were formed a long time ago.

Strategic management - this is setting goals, planning and moving for years to come, when the future is clearly visible, when the leader is clear what he wants to get in the future.

The implementation of strategic plans can be tracked by results. If the result of some activity of the manager is not satisfactory, it is clear that serious mistakes were made at a certain stage of the work. All that remains is to find and correct them, analyze them and move on.

It is important to understand that strategic management is a top manager’s tool that should not be used by line personnel so as not to sow panic or misunderstanding. Today, strategic management is not a luxury, but a means to achieve a real goal. Many companies in Russia and CIS countries do not have it written on paper strategic plan, however, this does not mean that they cannot succeed. The absence of a strategy does not mean that such enterprises are going with the flow. Their strategy often involves no strategy at all.

What does strategic management consist of?

The strategic management process is divided into three interconnected stages:

1. Strategic analysis;

2. Development of a “native” strategy;

3. Practical implementation of the strategic plan.

Strategic Analysis is necessary to ensure that the manager has the most complete information to develop “his own”, “native” strategy. However, on Russian market At the very first stage of strategic management, the same question arises in many companies - what information needs to be collected in order to develop a competent, implementable strategic plan.

Basis for adoption strategic decisions is the collection of information, the choice of method and format of analysis. At this first stage strategic management, the company collectively, with the involvement of all services, chooses its path of movement in the market, and, above all, decides on the product line. It is necessary to answer the question as accurately as possible: which product is a bestseller today, and which one should be emphasized in the future. The tools used by the manager in the strategic analysis of the product portfolio are recommended to be chosen - either Boston Matrix (Boston Consulting Group matrix), or McKinsey matrix (McKinsey), which was once developed for General Electric. Both of these matrices help you see: which product is competitive today, and which one needs to be either improved or removed from the line of goods or services.

Taking a choice of several books on strategic management, a leader who does not have a basic economic or commercial education will suffer a brain collapse. Great amount Western and American analysis methods, with incomprehensible graphs and tables, can lead to a dead end and paralyze the will. Several of the most popular ones have taken root in Russia simple methods collecting information about the company's position in the market. In addition to the already mentioned matrices for analyzing the product portfolio, the most common methods strategic analysis are SWOT analysis And PEST+M analysis. This has been mentioned in more detail.

Developing your own strategy is based on the unique material that was collected at the stage of strategic analysis. However, more focused information about external environment, the actions of competitors in the market, and their strategic plans. Alas, today on the Russian market there is no guaranteed set of methods that can show the true picture of the company’s position in market conditions.

Collecting information or a passion for analysis should not become an end in itself for a manager: these techniques are needed only for developing a unique, “own” strategic plan. From personal experience: The company producing dairy products was so carried away by analyzing the company’s position on the market that they never developed a long-term development plan, leaving everything to chance.

It is best to start developing a strategy plan with a minimum set of methods, formulating the company’s mission, setting specific long-term goals expressed in real numbers and volumes, breaking them down into plans and tasks.

Once the strategic plan has been developed, it is necessary to immediately move on to the actual main task - practical implementation of the strategy company into life. This stage may take much longer than planned, therefore, when setting a strategic goal, you should determine both a clear time frame and other resources, assigning responsible executors, deadlines and intermediate vectors by which you can determine the correctness of the course.

What to look for when developing a strategic plan?

Inability to plan, inability to set big goals is the scourge of many companies on the Russian market. When developing an enterprise strategy, you should Special attention pay attention to the balance of collection, analysis and planning, without getting carried away only by theory, immediately move on to the main task - practical application plans, implementation of company decisions.

An example from personal experience: When conducting a SWOT analysis at a large meat processing enterprise, the majority of top managers withdrew, giving preference to operational management. As a result, line staff filled out standard form tables, having difficulty understanding what was expected of them. As a result, the following items were added to the “Strengths” field: “media support”, “unloaded production capacity", and in the column " Weak sides" Alarm bells sounded:

Complete lack of strategy, mission, work quality standards;

Lack of marketing;

Absence feedback with production;

Lack of well-structured logistics

and many other "absences". At the same time, the enterprise has been operating for five decades, although it can hardly withstand powerful competition from private small companies in this market segment.

Both operational, tactical, and strategic management are necessary for a leader of any rank. However, relying only on one lever is very unwise and leads to the rapid death of your own enterprise.

A goal is a desired state that an organization seeks to achieve. Goals are important because organizations are created with specific intentions, which are formalized as goals. represents a description of ways to achieve goals and specifies the distribution of resources, work schedules, tasks and other actions.

The term planning encompasses both ideas: planning implies setting the goals of the organization and the means to achieve them.

The planning process begins with a mission statement that defines the organization's main purpose, especially for external audiences.

Is the base for strategic level goals and plans (company level), which, in turn, forms the tactical level (unit level) and then the operational level (department level). – this is the rationale for the organization’s activities, i.e. a description of her values, aspirations and reasons for being born. A clearly defined goal becomes the basis for all subsequent goals and plans.

Broad statements that describe where organizations want to be in the future are called strategic goals. They are more relevant to the organization as a whole. Than to its individual divisions. Strategic goals are often called formal goals because they communicate what the organization intends to achieve.

A strategic plan outlines the steps of action that a company intends to take to achieve its strategic goals. It represents what actions need to be taken and how to distribute available funds, human and production resources in order to achieve the company's strategic goals. Strategic planning is usually long-term in nature and can outline the organization's actions for several years in advance. The purpose of a strategic plan is to put the organization's strategic goals into practice within a given period of time.

Rice. Levels of goals and plans of the organization.

Top managers are typically responsible for developing strategic goals and plans that reflect key ideas about the organization's efficiency and productivity. Middle-level managers are responsible for the development of tactical goals and plans: heads of departments and functional units.

The head of the unit draws up tactical plans, focused on those main actions that the unit must perform to implement its part of the strategic plan developed by top management. Operational plans define the specific procedures or processes required at the lowest levels of the organization, i.e. departments and employees.

Management by objectives is a planning process that involves managers and employees defining goals for each department, project and employee, which are used to subsequently monitor the organization's performance. An effective management by objectives process consists of the following steps:

1. Setting goals. This stage is the most difficult. Setting goals requires the involvement of all levels of employees and the ability to look beyond day-to-day operations to answer the question “What are we trying to achieve.” The goal must be specific and realistic, set a deadline for achieving the result, and distribute responsibility.
2. Development of action plans. The action plan defines the specific steps needed to achieve the stated goals. Such plans are drawn up for both departments and employees.
3. Monitoring progress towards goals. Periodic review of progress is necessary to monitor compliance with the plan. If, as a result of control, it turns out that the goal cannot be achieved as a result of implementing the current plan, the plan can be adjusted.
4. Evaluation of overall performance results. The final stage of management by objectives involves carefully assessing whether employees' and departments' performance is aligned with their annual goals.