At this stage, the manager must determine what, or rather who will serve as a source of sales, to whom PC activities should be directed.. There is a solution to this issue choice target audience consumers. The next task is to determine the actions that are required of these people, or functional goals. As you remember, actions are the last, fourth stage of customer reaction. Depending on the audience, this will be either a trial or repeat purchase. There may be other goals - buying actions that can be converted into a purchase through other marketing factors. You can also set goals for the purchasing process. For example, set a goal for the most advantageous placement of a product on store shelves. Let us dwell only on the goals related to end consumers.
In case of Healthy Choice The manager was faced with a non-trivial task. He could rightly assume that Healthy Choice“will eat* some other brands of frozen food from the same manufacturer, company ConAgra, There was another obvious fact: the main competitor was a popular brand in the USA Lean Cuisine companies §toujfer. It was necessary to attract buyers of this brand. Therefore, target consumers at this stage could be characterized as “preferring to switch to new brands.”
But will these innovators lured away from Lean be enough? Cuisine and other frozen food brands to achieve target sales? ConAgra chose a great name for their new product - Healthy Choice(“Healthy choice”), as well as good packaging (green, associated with naturalness and health). All this allowed the new product to also appeal to those who had not previously consumed frozen food, but who could be persuaded to try it. If the product concept had not included an attribute healthy image life, it would be impossible. So, the marketing manager has another
one potential target audience.
So, the task is to sell 68 million packages Healthy Choice in the first year. What does this actually mean? There are approximately 70 million households in the United States. If each of them buys our product at least once a year, the sales goal will be achieved. In reality, only 15% of households can be persuaded to try the product. Most likely, 10 of them will be innovators, and the remaining 5 will be new users. Then each of them will have to buy Healthy Choice on average 6.5 times a year. Another assumption: if the brand quickly gained customer loyalty (and with
Healthy Ch<, most likely, it was, because this is the first product on this market, positioned as “safe for the heart”), then to meet (and even exceed) the sales target it was enough to convince just 1% of American households to buy Healthy Choice twice a week. The manager’s task is to evaluate how the combination of trial and repeat purchases that ensures sales of 68 ml is the most realistic. As you can see, the choice of re-stimulation strategy largely depends on this. Will there be many trial purchases and few repeat purchases, or few trial purchases and many repeat purchases? For both!
audiences, innovators and new consumers, there will be one functional "Dukta - trial purchase. For the second audience, however, yes.<ет Эвучать несколько иначе, а именно «пробная категория продуктов». />in c<2ль можно сформулировать так: «пробная покупка как новую После этого для обеих групп появится новая функциональ-
In the second part of this book, we will talk about how to select target audiences and how to set specific behavioral goals for them in accordance with advertising communications and sales promotion.
| Functional subsystem | Key Goal |
| Marketing | Take first place in selling products (of a certain type) in a specific market |
| Production | Achieve the highest level of labor productivity in the production of all (or certain) types of products |
| Research and development (innovation) | To gain a leading position in introducing new types of products (services), using a certain percentage of income from sales (sales) for research and development |
| Finance | Preserve and maintain at the required level all types of financial resources |
| Staff | Provide the conditions necessary to develop the creative potential of employees and increase the level of satisfaction and interest in work |
| Management | Identify critical areas of management impact and priority tasks that ensure the achievement of planned results |
Subsystem "Marketing" directs its activities to create demand. Setting marketing goals is associated with a detailed study of supply and demand for currently produced products and for new products. In addition, the situation should be carefully studied both in the markets already developed by the enterprise and in new ones. Therefore, the work should be carried out by specialists in market research, forecasting and planning, who have the relevant information and methods for developing target models. The composition and number of these specialists depend on the ability of the enterprise to independently carry out this complex work that requires great professionalism. If such opportunities are limited, it is necessary to use those elements of the market infrastructure that have already begun to take shape in our country: external management consultants, specialists in innovation, information technology, computing methods, etc.
Subsystem "Production" covers such activities of the organization as receiving, storing and distributing means of production, transforming resources into the final product, its storage and distribution, as well as after-sales service.
When setting goals for this subsystem, it is necessary to take into account the variety of types of work performed here. Thus, pre-production preparation is associated with the acceptance of goods, raw materials, materials, storage in warehouses, and inventory management. The production itself requires machining, assembly, quality control, packaging, equipment maintenance; work with final products (post-production logistics) is associated with the placement of finished goods in a warehouse, with order processing and delivery of goods. Finally, after-sales service requires installation work, repairs, and the supply of spare parts.
The goals of this most complex subsystem of the organization are established in the form of a system of indicators reflecting volume, product range, quality, productivity, costs, etc.
The subsystem associated with research and development implements the goals of innovation in the enterprise. Its focus is the search for new types of products and services to replace outdated ones, determining the goals of conducting scientific research and development, introducing innovations and modernizing all areas of the enterprise.
Subsystem "Personnel" is aimed at working with the workforce and formulates its goals for hiring, placing, training, promoting and paying employees of the enterprise. The most important goal of this subsystem is the high interest of employees in solving the general problems of the enterprise and the creation of a favorable climate for this.
Subsystem "Finance" focuses its activities on organizing financing, lending, tax obligations, and drawing up budgets (for the enterprise as a whole, its divisions and programs).
Subsystem "Management" has as its key task the effective achievement of the organization's goals, eliminating waste of time, resources and talents. In accordance with it, the subsystem establishes chains for activating employees of all divisions of the organization to control traffic and use all its resources, etc. To do this, an in-depth analysis of problems in all areas and areas of the organization’s activities is carried out and those that require the greatest attention and effort are identified, since they are the main factors in achieving the desired results. These problems are specific to each organization.
Glushchenko
RESEARCH ON GOALS SETTING
AND MANAGEMENT CRITERIA
The control system under study will not be effective if errors are made:
Goal setting and criteria formulation;
Marketing, i.e. the methods and tools for achieving the goal are incorrectly defined;
Management due to lack or incorrect planning, organization, motivation, control.
Therefore, in addition to systemic studies of the object and the control system as a whole, private scientific studies of individual process elements and (or) controls can be carried out. Private scientific special studies of the processes of goal setting, marketing, management, as well as complexes of technical means on which these processes are implemented, can be carried out.
Improvement of management systems can also be carried out through consistent research into the correctness and elimination of errors in goal setting, marketing, management, and the choice of technical means.
In particular goal-setting studies, they seek to determine whether the goals of the activity are correctly formulated and formalized in the criteria for assessing the effectiveness of the activity.
If it turns out that the goal or criterion for the functioning of the management system under study is formulated incorrectly, then its activities cannot be successful.
When studying goal setting in a management system, you need to check whether the goals and criteria for choosing the best options are correctly formulated:
Completeness of goal formulation;
Does the formulated goal satisfy the requirements, etc.
In order to conduct such research, you need to know the following about the goals and their properties.
Purpose call the ideal state of an object or control system in the future /11,12/. The goal determines what the system is created for. The role of the management system is those specific results that are expected to be obtained after the implementation of this decision under certain conditions and a fixed period of time. In this case, the goal always lies outside the system. It reflects the reaction of the environment to the system. The quality of the goal can determine the role, effectiveness, costs, risks.
Let's list the famous requirements for goals/11,12/.
Firstly, they must be unambiguously formulated and understandable to the performers. Consider: there is no favorable environment for companies that do not have clear goals.
Secondly, the goal must be measurable.
Third, The goal must have a deadline. The absence of a deadline will always return the performer to the starting point of action.
Fourthly, the goal must motivate the performer’s actions in the direction necessary to achieve it. Therefore, the goals of the organization must be linked to the reward system.
Fifthly, the goals of the organization and individual groups of performers must be compatible.
At sixth, the goal must be formalized in criteria.
Seventh, the goal must be adjusted when conditions or the state of the object or control system change.
Formulating goals is a very complex process. There are no formal methods for goal synthesis. The process of formulating goals is heuristic in nature.
For commercial organizations, the main goal is to maximize profits. In this case, additional limiting requirements may be formulated, for example, ensuring safety, preventing damage, etc.
In the literature, three types of organizational goals are distinguished: official, operational, operational /11-13/.
1. Official goals determine the general purpose of the organization (subject of activity), declare it in its Charter or Regulations, and declare publicly by its leader. They explain the mission of the organization, have an external focus and perform an important protective function, creating an appropriate image for the organization.
2. Operational objectives determine what the organization actually does in the current period, and may not completely coincide for a specific period with official goals. Such goals have an internal focus and are designed to mobilize the organization's resources. They are reflected in the work plan.
3. Operational goals even more specific and measurable than operational ones. They guide the activities of specific employees and allow their work to be assessed. Such goals are formulated when setting specific tasks for individual groups and performers.
The distinction between these types of goals provides valuable information for assessing the correctness of the management of the security organization.
Another classification of goals is possible:
external and internal;
strategic, specific business programs,
promising, current, operational.
In addition, it appears that transient processes in the environmental protection system or the emergence of environmental influences beyond the agreed limits may necessitate the development of stabilization goals.
4. Stabilization goals can be defined as the ideal management result /12.1/:
1) “holding” the parameters of the control object in a certain specified range (tolerance) of values;
2) preventing the control object from moving into the area of unacceptable or uncontrollable states.
Stabilization goals can act as an element of other types of goals or be considered independently.
Decomposition of management goals requires the identification of the corresponding functions and management contours in the organizational structure of the management subject (control subsystem).
The overall goals of an organization are either a compromise of the goals of its parts (individualistic organizations), or the goals of the higher level must determine the goals of the lower level (corporate organizations). Forms of harmonization of goals vertically and horizontally are their coordination or the priority of higher-level goals over lower-level goals.
As noted in the first chapter goal tree is called a tree graph, expressing the relationship between the vertices, which are subgoals to be achieved in the process of achieving the highest level goal (the original vertex of the graph) (for an example, see Fig. 5.1.).
A tree of goals, the vertices of which are ranked, that is, expressed by quantitative estimates of their importance, is widely used to quantify the priority of various areas of development.
Building a goal tree requires solving many forecasting tasks, such as:
1) forecast for the development of the object as a whole;
2) formulation of a scenario for achieving the predicted goal;
3) formulation of the goal level;
4) formulation of the criterion and weights of ranked vertices.
Each of these problems can be solved using the method of expert assessments.
Goals become a management tool when they:
1) defined or formulated;
2) known to personnel;
3) accepted by employees for execution. Formalization of goals takes place when forming a criterion for assessing the effectiveness of the system. The complexity of research is reflected in the different definitions of the criterion.
When examining an object criterion defined as a quantitative reflection of the degree to which this object achieves its goals.
When examining the research process, one can consider criterion as a rule, choosing the preferred research option from a number of alternative ones (see paragraph 1.14).
For a complex system, due to its versatility, the criterion is a vector. Moreover, the problem of optimizing a complex system is a multicriteria problem.
The criterion includes efficiency (effect) parameters as components.
Efficiency parameter name the most important parameters of the system, which allow assessing the quality of the solution to the problem and the achievement of the goals set for the system. For the effect parameters, the following parameters can be considered: cost and (or) creation time; income, profit (loss) for a fixed period, etc. Effect parameters represent the control system to its creator and environment. Therefore, when choosing the composition of effect parameters, they take into account both the purpose for which the control system is created and the goals of the study.
There are various approaches to the formation of criteria. Depending on the number of optimization parameters in the criterion, they talk about monocriteria and polycriteria (vector) formulation of problems.
When setting single criteria, one of the effect parameters is optimized (maximized or minimized).
In a polycriteria formulation, a number of effect parameters are jointly optimized.
When optimizing mechanical engineering objects, the criteria may include parameters characterizing useful properties, cost, time, and safety. Most often, either beneficial properties or cost are chosen as the parameter to be optimized.
When assessing economic efficiency, they measure and optimize: income, profits, losses, labor productivity, etc.
The complexities of vector optimization have led to the widespread use of criteria linearization techniques. These techniques involve a transition from the vector form of the criterion to a one-dimensional linear one. Additive and multiplicative criteria and indices are known.
1. Additive criteria(A) is formed by dividing by the number of effect indicators (n) the sum of the products of partial effect indicators I i by g i (significance coefficients of the i-th parameter), the sum of which is equal to one /12/:
Multiplicative criteria(M) are obtained by multiplying (symbol P) the products of partial indicators of the effect I i by g i - the significance coefficients of the i-th parameter, the sum of which is equal to one:
The fundamental disadvantage of this type of criteria is that it implies the ability to compensate for the lack of some qualities at the expense of an excess of others. In theoretical terms, this is not true, since the qualities of the system (for example, efficiency, costs, danger) are incomparable. In real life, this approach can lead to serious consequences. Besides? during linearization, weight coefficients are determined by experts, which reduces the objectivity of the assessment.
The second approach to the formation of criteria is that one part of the effect parameters (which need to be improved) is assigned to the numerator, and the other part of the parameters (which need to be reduced) is assigned to the denominator /1, 7/.
The main disadvantage of this approach is that by reducing the denominator with a small numerator value, a large value of the criterion can be achieved. Therefore, this kind of criterion can be applied using restrictions on either the value of the criterion, or the numerator, or the denominator. The best known of this type of criteria is the efficiency/cost criterion.
The third approach is that one of the effect parameters is maximized or minimized, and restrictions are imposed on the rest. Research allows us to recommend the following criterion options for practical use:
1) maximize profit(D;) (or other effect parameter) with given restrictions on the volume of costs (3 3) and the level of risk (P 3):
In reality, there is uncertainty or the random nature of the operating conditions of the security system, which is an important circumstance when choosing the best option /12/. Options for criteria under conditions of uncertainty and risk are considered in works /1,10/.
When comparing options in the absence of a given criterion for a multiparameter system, other principles are used:
Pareto principle, according to which the control system is improved until all parameters of the effect are improved;
von Neumann-Morgenstern principle, according to which a good control system option is considered to be one that has external and internal stability of efficiency parameters.
ü The internal stability of many efficiency parameters is achieved by their incomparability.
ü External stability is achieved when a more preferable option, which is not included in the set of good solutions, is included in the option recognized as good.
It seems possible to argue that the set of good solutions is a collection of incomparable solutions, each of which cannot be improved. It is only possible for one or another unformalized reasons to give preference to one of the options.
In the course of research, the following options for management systems and processes can be identified:
1) ineffective, not allowing to solve the problem;
2) rational, i.e. allowing you to solve the problem;
3) the optimal solution option is an option that allows you to solve the problem in the best way, in the sense defined by the criterion, or to build the best system in the sense defined by the criterion. If there can be many ineffective and rational decisions, then There is only one optimal solution.
In the broadest sense, the goals of an organization are ideal models of the results of its activities. In other words, these are specifically formulated ideas about the desired states that we would like to achieve. The system of organizational goals is complex and diverse, and to simplify the understanding of the target structure in organization theory and management, the concept of a “tree of goals” is often used, which well reflects the system of goals.
The target system of the organization is subject to certain rules. The main thing is hierarchy and subordination. This means that every lower-level goal must clearly follow from a higher goal, and the entire goal system must be mutually consistent. Otherwise, the organization will become like the cart from the famous fable about the swan, crayfish and pike. At the same time, one must understand that at certain stages of an organization’s development and at certain moments in its activities, goals may seem contradictory, but if set correctly, they should still work for the long term. Typical examples of such an apparent discrepancy: investments in risky projects (money is invested with an unclear result), an advertising campaign (also with an unclear result).
The mission reflects the meaning of the creation and existence of the organization, its role and significance in the world around it. Well thought out and formulated mission:
Gives an idea of the intentions and directions of development of the organization, makes a significant contribution to the formation of its image;
Increases the level of motivation of organization members and encourages them to achieve organizational goals;
Contributes to the creation and maintenance of a developed organizational culture, the formation of a sense of community among all members of the organization;
Defines the organization’s value system in its relations with representatives of the main stakeholder groups.
Typically, a mission statement includes a description of the following aspects.
The subject of business is the type and nature of the needs of people (customers) that the organization seeks to satisfy. Here is an approximate circle of these clients.
An organization's basic strategic intent is what the organization strives for in the long term. This could be the idea of increasing competitiveness or gaining global (regional) dominance, or achieving the highest level of quality, etc.
The main competitive advantages of the organization. Here, those special knowledge and skills, technologies, and other nuances are determined that give the organization an advantage in the market.
The organization's leading value. Typically, the values are based on the success of the organization, but it is important to be aware of the cost at which this success can be achieved - in fair and honest competition or using illegal or quasi-legal methods. Often the main value is image, reputation, fairness, equality, honesty, etc. Determining the core value is of great importance, since it is the basis for the formation of employees’ faith in their organization, the desire to work in it and contribute to its prosperity.
Key interest groups and their expectations. The mission defines such groups - clients, employees, shareholders, suppliers, partners, government representatives, etc. - whose expectations it intends to best meet and with whom it intends to cooperate most closely.
The mission is often formulated very briefly - in the form of statements, slogans, mottos, etc. In fact, a mission is not so much a document or slogan as a real, formalized and structured awareness by management and staff of their purpose and basic principles of activity.
Functional Goals
Functional goals are the expected results of activity in functional areas of activity that are carried out by any company, regardless of the structure, set and grouping of divisions. Typically, functional goals are formulated in certain areas.
Marketing. Goals in this area are related to gaining positions (shares) in the market.
Innovative. The goals include the development of new technologies, methods and techniques of work, new products and services.
Production. These goals set the quantitative and qualitative parameters of the products (services) produced - in terms of volume, structure, dynamics. These goals are also related to work to attract resources and increase labor productivity.
Social. Reflects the social obligations of the organization, both to its members and to interested groups. These are, as a rule, goals related to meeting the social needs of workers, as well as “external” goals (in the field of ecology, in solving problems of unemployment and other social problems).
Financial. These goals set the financial performance indicators of the organization: profit, profitability, costs, etc. Profitability in modern business is only one of the goals, and not the most important one. Profit is rather a means to achieve long-term goals, since now the effectiveness of an organization is judged not only by profit. Moreover, in the short term, an organization may be planned to be unprofitable in order to solve, for example, the task of gaining world leadership in the production of a product in the medium or long term.
Operational and performance goals
Operational goals are goals specified at the level of individual working groups (business processes, business units, divisions, teams, departments). Most often, they are derived from functional goals, but can flow directly from the mission - in the case when the organization implements a process approach to management, and the basis of its structure is business processes.
Performing goals (they are more often called work tasks or even instructions) are an operationalized (detailed for specific performers) version of operational goals.
Organizational goals have a decisive influence on all other subsystems of the organization, its structure and effectiveness.
Quality is achieved through the management of processes occurring in the organization. The organization's management process should be aimed at creating interaction between all management, management and executive divisions of the organization.
When implementing the concept of quality management, it is important to instill in each member of the organization faith in their capabilities, to develop in them an understanding of the exceptional significance of the mission assigned to them within the organization. This should be used as the basis for the development of personal motivations that encourage each employee to constant self-improvement, the purpose of which will be the desire to improve their work and achieve more. The organization's staff is selected in such a way that leaders and managers can trust their performers. Only in this case can a leader or manager delegate part of his powers to subordinates, both in the area of responsibility for the material and monetary resources used, and in matters of quality.
An organization's ability to survive is largely determined by its demand as a reliable partner in economic and social activities. The work of an organization is influenced by various subjects, objects and factors of the external and internal environment. Therefore, in the process of quality assessment, a simultaneous and coordinated study of a set of indicators characterizing the main aspects of management should be carried out.
The relationship between quality management functions and stages of the product life cycle is shown in diagram 6.2.
Diagram 6.2.
|
Quality management |
|||||
|
Forecasting and Quality Planning |
Quality assurance |
Handling consumer complaints |
Quality improvement |
||
|
Quality control |
|||||
|
Quality control |
|||||
|
Before production preparation |
Pre-production |
Production process |
Upon completion of production |
Service maintenance |
Constantly |
The product is the result of a process. A quality process automatically results in a quality product. An activity is a set of processes. The management system is a mechanism for implementing process management. A high-quality management system is the key to high-quality and efficient functioning of processes. Therefore, we can distinguish three objects whose quality can be influenced:
management system.
Each organization, when creating a management system, independently selects the types of impact on quality and the objects whose quality will be affected.
6.3. The influence of new information technologies on the processes of rationalization of organizational activities
Computerization and the development of network telecommunications are accompanied by an increase in the volume of socially significant information used in the management systems of organizational systems in order to rationalize their activities. Information accumulated in the process of social development becomes a source of saving time and social labor, i.e. a powerful factor in accelerating social development.
The main distinctive feature of the e-commerce environment is that in this environment, the establishment of partnerships and contractual relations, as well as the execution of various financial transactions between organizations and banks, occurs with the maximum degree of rationalization, i.e. in real time in the process of communication between partners on a virtual Internet platform.
The influence of e-commerce methods on reducing costs in the field of economic and organizational activities related to ensuring the movement of goods is especially noticeable. In economics, these costs are called transaction costs. Transaction costs in the activities of business organizations usually include costs arising during negotiations and concluding an agreement (agreement or contract), time and material costs associated with the sending and processing of documents, transportation of material resources, translation Money.
The implementation of all stages of the logistics process, which ensures the movement of goods from manufacturer to consumer, requires the processing of significant amounts of information and intensive data exchange between all its participants. Working in an e-commerce environment radically changes the impact of transaction time and material costs on economic activity. Despite the possible location of partners in fairly remote parts of the globe, they work as if in the same virtual office space, see each other, exchange opinions, and work together with documents.
The contracting parties are freed from the need to send documents, travel to organize joint negotiations, and much more. Theoretically, the loss of time for concluding contractual transactions is reduced to zero. Material losses come down to payment for subscriber services on the network. The cost of financial transactions between an organization and a bank is reduced by tens and hundreds of times, the time to conduct them is calculated in seconds.
Another, no less important sign of rationalization of the activities of organizations is the possibility of direct contacts in the global Internet space between sellers and buyers, which leads to the possibility of equal competition for many enterprises located all over the globe. Buyers and sellers receive real-time information about prices, quality and delivery conditions offered by various competitors.
One of the most important components that determine the survival of an organization in a global market and intense competition is effective marketing. Network information technologies make it possible to carry out multi-level research up to personalized accounting of the requests of all consumers.
Modern organizations may have their own databases that provide not only the marketing component of the management system, but also complete information support on the financial and administrative activities of the organization, as well as personnel management.
The use of modern software products, similar to expert systems, in solving management problems allows us to rationally solve problems of operational control over the activities of an organization and, if necessary, carry out operational correction, which significantly increases the adaptive properties of organizational systems, i.e. their ability to adapt to rapidly changing global market conditions and frequently changing consumer demands. Thanks to this, the life of organizations becomes much more rational from the standpoint of fulfilling the main purpose of their existence - solving social problems facing society, which makes it possible to solve management problems with a focus on consumer needs.
The systematization of these requirements led to the emergence of a new ideology for the functioning of organizations, called Best Practice (BP). As part of BP, business organizations must constantly improve the quality and efficiency of all areas of their activities in order to ensure competitiveness in the global market. To do this, it is necessary to introduce new management technologies that allow you to respond to changes in the environment without the slightest delay, in order to always be ahead of your competitors.
Informatization as a process of rationalizing the management of an organization can only bring tangible results when it is accompanied by rapid growth in the professional training of managers at all levels. The speed of updating the scientific and information potential of employees at the management and management level of an organization must not only correspond to the changing needs of social production, but also be ahead of them. Any management decision is an element of rationalization, containing a forecast for the development of the organization, including a procedure for optimizing ways to achieve the goal.
7. DESIGN OF ORGANIZATIONAL SYSTEMS
7.1. Formation of organizational structures
Designing an organizational system is the process of creating a prototype of a future organization. It should include not only a description of the organization at the initial moment of its existence, but also a forecast of its further development.
Principles of a systems approach to the design of organizational systems:
correct formulation of the goals and subgoals of the designed organization, taking into account their relevance, novelty and possibility of practical implementation;
setting all management tasks, without solving which the implementation of goals will be impossible;
reasonable distribution in relation to these tasks of functions, rights and responsibilities along the management vertical - from the general director of the enterprise to performers;
identification of all necessary connections and relationships along the horizontal management, in order to coordinate the activities of all functional units and support services within the framework of the implementation of common current tasks and the implementation of promising production programs;
limited combination of vertical and horizontal management by finding the optimal ratio of centralization and decentralization of power for given conditions;
compliance with the rules of composition and decomposition formulated in the law of unity of analysis and synthesis.
Designing an organizational system consists of the following stages:
First stage – determination of the main goal of the future organization. The goal must be relevant, achievable, real, understandable to the performers, commensurate with the capabilities and completed within a specific time frame. When solving the problems of designing an organization, it is advisable to distinguish three main groups of goals: functional goals, analogue goals and development goals.
Functional goal. This goal has already been achieved previously at this enterprise.
Analogue goals determine the solution to a problem that has already been previously achieved at another enterprise, but has never been achieved at the enterprise being designed.
Development goal. This is a goal that has never been achieved by anyone before. Such a goal is usually associated with the formation of new systems.
There is no doubt that the complexity of the design process and the complexity of the organization itself will be determined by the type of goal. In the first case, the design of a new organization or the development of an old one comes down to the introduction of methods that have already been “tested” in previous work. In the second case, design involves a mandatory analysis of the work of organizations engaged in a similar type of activity and the selection of the most suitable option for the newly created organization. In the latter case, creating a new organization with a previously non-existent line of activity will require maximum effort and complete independence in making fundamental decisions. Theories of law are usually divided into initial ones... disputes involving foreign countries are also considered organizations And organizations foreign investment is ok...
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Mission
The mission reflects the meaning of the creation and existence of the organization, its role and significance in the world around it. Well thought out and formulated mission:
· gives an idea of the intentions and directions of development of the organization, makes a significant contribution to the formation of its image;
· increases the level of motivation of organization members and stimulates them to achieve organizational goals;
· contributes to the creation and maintenance of a developed organizational culture, the formation of a sense of community among all members of the organization;
· determines the organization’s value system in its relations with representatives of the main stakeholder groups.
Typically, a mission statement includes a description of the following aspects.
· The subject of business is the type and nature of the needs of people (customers) that the organization seeks to satisfy. Here is an approximate circle of these clients.
· The basic strategic intentions of the organization are what the organization strives for in the long term. This could be the idea of increasing competitiveness or gaining global (regional) dominance, or achieving the highest level of quality, etc.
· The main competitive advantages of the organization. Here, those special knowledge and skills, technologies, and other nuances are determined that give the organization an advantage in the market.
· The leading value of the organization. Typically, the values are based on the success of the organization, but it is important to be aware of the cost at which this success can be achieved - in fair and honest competition or using illegal or quasi-legal methods. Often the main value is image, reputation, fairness, equality, honesty, etc. Determining the core value is of great importance, since it is the basis for the formation of employees’ faith in their organization, the desire to work in it and contribute to its prosperity.
· Key interest groups and their expectations. The mission defines such groups - clients, employees, shareholders, suppliers, partners, government representatives, etc. - whose expectations it intends to best meet and with whom it intends to cooperate most closely.
The mission is often formulated very briefly - in the form of statements, slogans, mottos, etc. In fact, a mission is not so much a document or slogan as a real, formalized and structured awareness by management and staff of their purpose and basic principles of activity.
Functional goals are the expected results of activity in functional areas of activity that are carried out by any company, regardless of the structure, set and grouping of divisions. Typically, functional goals are formulated in certain areas.
· Marketing. Goals in this area are related to gaining positions (shares) in the market.
· Innovative. The goals include the development of new technologies, methods and techniques of work, new products and services.
· Production. These goals set the quantitative and qualitative parameters of the products (services) produced - in terms of volume, structure, dynamics. These goals are also related to work to attract resources and increase labor productivity.
· Social. Reflects the social obligations of the organization, both to its members and to interested groups. These are, as a rule, goals related to meeting the social needs of workers, as well as “external” goals (in the field of ecology, in solving problems of unemployment and other social problems).
· Financial. These goals set the financial performance indicators of the organization: profit, profitability, costs, etc. Profitability in modern business is only one of the goals, and not the most important one. Profit is rather a means to achieve long-term goals, since now the effectiveness of an organization is judged not only by profit. Moreover, in the short term, an organization may be planned to be unprofitable in order to solve, for example, the task of gaining world leadership in the production of a product in the medium or long term.
