"Tree of Goals"

strategic planning long-term market

A goal tree is a structured hierarchical list of organizational goals, in which lower-level goals are subordinated and serve to achieve higher-level goals.

Accordingly, at the top is the general goal of the organization. Since achieving the general strategic goal of an organization is a rather complex task, goal decomposition is carried out - decomposition of the goal into several smaller goals, the combined achievement of which leads to the achievement of the main goal. The process is then repeated for each smaller lower-level goal until the decomposition results in a goal that is simple enough to be achievable, realistic, and feasible to execute exactly as specified and on schedule.

Decomposition is used to build a “goal tree” to connect the general goal with methods for achieving it, formulated in the form of tasks for individual performers.

A “goal tree” can be defined as a “target frame” of an organization, phenomenon or activity.

A goal is an ideal idea of ​​the nature of the activity and the possibility of an object in relation to which it is established and should reflect the objective conditions of its existence, as well as an adjustment to the structure of the object and the structure and dynamics of the process of achieving the goal, so we are talking about the totality of the whole.

When constructing a “goal tree”, its design follows the “from general to specific” method. The decomposition of the goal into smaller ones stops at the moment when further process is inappropriate within the framework of consideration of the main goal. A correctly constructed goal tree can easily be converted into a schedule or diagram in the future.

The construction of a tree of goals in itself represents only a methodology for developing a strategy for achieving the set general goal. Accordingly, the result and quality of the constructed hierarchical set of goals depends mainly on the qualifications of the specialist who compiled the tree of goals. By analogy with conventional tools, the method itself is a tool that greatly facilitates the work, but the result of applying the method depends on the performer.

Figure 1. “Tree of goals” of the organization

Let's consider the technological basis for constructing a “goal tree”.

There are no universal methods for constructing a “goal tree”. The methods of its construction depend on the nature of the goal, the chosen methodological approach, as well as on the one who develops the “tree of goals”, how he imagines the tasks assigned to him, how he sees their interrelation.

The basic rule for constructing a “goal tree” is “completeness of reduction”.

Completeness of reduction is the process of reducing a complex phenomenon, process or system to simpler components. To implement this rule, use the following systematic approach:

  • a) the highest level goal is a guideline, the basis for the development (decomposition) of lower level goals;
  • b) lower-level goals are ways to achieve a higher-level goal and must be presented in such a way that their totality predetermines the achievement of the original goal.

The requirements for building a “goal tree” are as follows:

  • · completeness of reflection of a process or phenomenon;
  • · at each level, the set of subgoals must be sufficient to describe the goal of the highest level;
  • · consistency of goals of the lower and upper levels;
  • · decomposition of the goal into subgoals at each level should be carried out using one methodological approach;
  • · all goals must be formulated within the time frame of work.

The “goal tree” is built on the basis of goal coordination.

Vertical coordination of goals allows you to coordinate connections between each other, areas of activity and create competitive advantages for the entire enterprise.

Horizontal coordination ensures more efficient use production potential and its parts (for example, qualified personnel working in various departments, various types resources for their use in various areas of activity, production capacities for greater utilization in order to create conditions for reducing costs, etc.).

The above classification has practical orientation, since each of the defined groups of goals requires its own approach to construction and analysis.

The construction of a “tree of goals” by any method is based on such qualities of goals as: orderliness; openness; importance correlates.

It should also be noted that when decomposing goals, it is inappropriate to use various methods simultaneously in the same “tree of goals,” even if the characteristics of the goals allow this. You can build two “goal trees” using two different methods (if the goal allows it), and then compare the results.

The goal disaggregation method is used for formalized goals, which often characterize real-life objects or those that are being created. It is based on a systematic idea of ​​the object of study and involves the use of the following concepts:

  • a) system (C) as an integral object, that is, a general goal or an ideal idea of ​​what needs to be created (in Fig. 1 it is indicated by the symbol “0”);
  • b) subsystem (SS) as part of more common system(in Fig. 1 it is designated by numbers 1, 2, 3, 4), in which the subsystems are functionally significant;
  • c) elements as a set of constituent elements of subsystems (in Fig. 1 they are indicated by numbers 1.1 - 4.15)

It is worth noting that the second and lower levels of the “goal tree” should contain basic and alternative elements for achieving goals of a higher level. The first level of goals does not contain alternative options, but are generalized interconnected subsystems.

Figure 2. Construction of a “goal tree” using the disaggregation method

  • a) if the element that is analyzed is not directly related to the main system and does not provide anything valuable for its functioning;
  • b) if the element is considered, it is trivial and its existing version suits the researcher and performer.

Maintenance method necessary conditions when constructing a “goal tree”, it can be used to decompose goals of any type. The author of this approach is V. Glushkov, who used it for the first time when constructing graphs for forecasting the development of scientific and technological progress, then it was proven that the method works in a larger number of cases. The method for providing the necessary conditions is shown schematically in Figure 3.


Figure 3. Construction of a “goal tree” by providing the necessary conditions

The method of providing the necessary conditions assumes that the formulated general goal is offered to experts for analysis and construction of a “tree of goals.” Independent experts put forward requirements regarding the form and conditions necessary to achieve the goal, offer a list of assessments of the structure of the goals, as well as measures to achieve the goals.

The hierarchy of goals allows us to answer the question of responsibility for achieving various goals by establishing the relationship between the hierarchical levels of the organization and the goals.

There are normative and actual “trees of goals” of the organization. The first has a planned character, the second characterizes Current state enterprises from the point of view of activity. It makes the transition from the actual to the normative “tree of goals”, where it is the task that strategic management solves.

Goals must be set for each area of ​​the enterprise's activities, for each production unit involved in achieving results.

The goals of an enterprise are the formally described boundaries that it wants to achieve in the long and short term.

Strategic goals are related to:

  • · implementation of activities in attractive industries, their combinations;
  • · competitive position in the market and its perception by consumers and society;
  • · investment activities external investors, the place that the company wants to occupy in the financial market;
  • · internal features and capabilities of the enterprise to ensure the implementation of externally oriented goals.

Strategic goals must be set in all parts and areas of the enterprise’s activities, on which its survival and success depend.

A set of goals can be characterized using specific indicators, which allows the requirement of measurability to be met. Each enterprise selects and formulates its goals, and also creates a system of indicators to characterize them.

Indicators in the general list can reflect the goals of the organization; they are often grouped as follows:

  • 1) general economic goals: income level, profitability level (calculated using various methods), annual profit growth; annual increase in income per common share, etc.;
  • 2) marketing goals: total sales volume, market share, it is served by the company; increase in sales volumes; increase in market share, level of resource provision, price level;
  • 3) production goals: scale of production and growth dynamics, level of expenses; added value and its dynamics, level of production quality; introduction of new production methods, efficiency levels, etc.
  • 4) financial goals: minimizing the tax “press”: financial stability; optimal capital structure; dynamics of capital turnover; share price and dividend level; increase in investment, etc.;
  • 5) scientific and technological goals: technological level, development of new products and technologies, acquisition of patents and licenses; and so on.;
  • 6) personnel goals: optimal level of number and structure of personnel, level of personnel qualifications, development of the recruitment and selection system, advanced training and retraining, level of labor productivity, etc.
  • 7) organizational and management goals: introduction of effective management technologies; optimization of time characteristics for decision making; implementation effective methods organization of production and management, etc.

    Definitionconcepts"targetorganizations"

    Classificationgoalsorganizations

    Formation of goalsorganizations

1. Target organizations - this is the final state or desired result that the work team strives to achieve. The more goals an organization sets for itself, the more complex it is in structure and manageability. Goals are always formed based on forecasts. The more distant the period of time is considered, the less accurate the forecast, the more general the goals are set. However, goals must be specific and achievable, achievable, and mutually supportive (consistent with each other).

Goals are the starting point of planning, they underlie the construction of organizational structures, the motivation system is based on goals, and finally, goals are the starting point in the process of control and evaluation of work results. Achieving goals is carried out through management functions.

2. Depending on time interval, necessary to achieve the goal, goals are divided into strategic (prospective) and operational (tactical, short-term); By complex the importance of their production - into complex and private; By level of justification - into scientifically based and empirical (experimental); By degree of certainty - into planned and predicted.

It is essential to divide goals into intermediate and final which is due to the need to take into account the specific, specific conditions of the formation, development and completion of the organization’s activities.

    The goals of the organization at all levels of management are formed based on the preferences of management. They are influenced by the systems of values ​​and attitudes that guide top managers. Thus, in the sphere of production, goals such as increasing product quality, increasing efficiency; in personnel management - increasing the level of employee interest in labor results; in the field of finance - rational use of financial resources; in office work - prompt passage of documents, etc.

Tree of goals and objectives of the organization

    The concept of a goal tree and its graph

    Principles of decomposition of the main goal

1. The number of goals and objectives of an organization is so significant that no organization, regardless of size, can do without an integrated, systematic approach to determining their composition and relationships. In practice, this is done by constructing a target model in the form of a tree-like graph - a tree of targets.

Tree goals - a structured set of goals of the organization, built on a hierarchical principle (distributed by levels, ranked), in which the main goal (top of the tree) and the subgoals of the first, second and subsequent levels are identified. The basis of the goal tree is made up of tasks, which constitute the formulation of work that must be completed in a certain way within a specified time frame (Fig. 1).

2. When decomposing the main goal adhere to the following principles:

    the main goal, located at the top of the graph, must contain a description of the final result;

    the implementation of the subgoals of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level;

    the number of decomposition levels depends on the scale and complexity of the goals;

    when formulating goals at different levels, you should describe the desired results, and not the ways to achieve them;

    the subgoals of each level must be mutually independent and cannot be derived from one another;

    The base of the goal tree should be tasks that can be accomplished in certain ways, within a predetermined time frame.

The tree of goals allows for clear coordination of the efforts of all structural divisions of the organization; align the responsibilities of officials and increase their mutual responsibility; establish specific tasks, performers, deadlines for implementation: exercise strict control over performance discipline; ensure a high degree of controllability of all processes; make the organization more prepared for sudden changes

Goal tree – hierarchical visual representation of goal achievement; the principle in which the main goal is achieved through a combination of secondary and additional goals.

The method of constructing a goal visibility tree has long been established in planning production processes. And naturally, it became overgrown with a huge number of terms ( life cycle, delegation of powers, etc.). This blog is dedicated to, not the concept of development of a large enterprise - therefore, I take the liberty of showing a simple structure of a tree of goals with an example of its implementation.

So, the tree method for constructing goals:

From the diagram, I think it’s clear why it’s called Tree of Goals.

Description:

the main objective– this is what we want as a result, our finish, our successful implementation of the goal.

Goals 1, 2, 3…- secondary goals that contribute to the implementation of the main goal, naturally, and in order to achieve secondary goals - you may have to still fulfill, one step down the hierarchy, - goals a And b(That is, like a real tree - there is one pillar and several large branches, which also contain several more branches, but smaller ones... etc., etc.)

Moreover, secondary goals can be like components to achieve the main goal (without their successful implementation, there is no way to achieve the main goal), and additional(can be done, but not advisable).

What is the strength

This type of goal setting is very suitable for creating life guidelines, very large, global ones for your entire life, life mission. It is not suitable for one-day tasks, as well as for small, albeit necessary, purposes.

If you need to clearly imagine the purpose of your life or a very complex and necessary big goal, its place is at the beginning of the hierarchy of the tree.

An example of a goal tree. Step-by-step instructions in a particular case:

One of the most sought-after goals for many people is financial well-being. Here's how it's done.

If you want to present it, you can use Microsoft Office Word -> Insert -> SmatrArt, or a similar program. If for yourself, I strongly recommend that you do it manually – i.e. use (sheet of blank paper + pen or pencil).

1. We set our global goal: Financial well-being.

So we write at the very top:

2. Draw branches - secondary goals

Let's imagine that we have already achieved it - and, as it were, “remember” what was needed for this. — are also appropriate.

Financial well-being is a good flow of money in my direction. Where is the money flowing towards me? (don't forget, we are in the visualization matrix :))

Each person may have his own idea of ​​what wealth is. Here and further I will “promote” my own.

First of all, cash flow can be associated with both passive and active investment. And just in case, there are many miracles in life, maybe...

A random chance is to raise optimism, and a subtle hint that I don’t know everything, and there may be things that contribute to achieving the main goal, but I’m still too young to know about them.

Now all of the above - again using the method of visualizing goals or your already gained experience... We work through and add to each subordinate branch...

This is what I ended up with:

Criteria for goals

· Clarity;

· Measurability;

· Reachability;

· Time binding;

Let's say your goal

· Increasing income;

Tree of strategic goals using the example of Master Realty LLC

The definition of subsequent methods is created taking into account the characteristics of the company's specific business.

The goals are:

· Production;

· Sales policy;

· Income and finance;

Production:

· Cost reduction;

Marketing:

Finance:

Staff:

For the quality work of an organization, the approach to goal setting is very important.

They are the starting point when planning the entire range of activities of the organization. The tree of organizational goals serves as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, organizational units and the entire structure in general is possible only if the assigned tasks are achieved.

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Publication date: 10/13/2015

Tree of goals using the example of an organization

Tree of organizational goals

A goal tree is a special hierarchical list of the goals of each organization. In it, lower-level goals are subordinated to and contribute to the achievement of higher-order goals. The most important and important goals are located at the very top of the tree.

Criteria for goals

The established goals of the organization must meet the following criteria:

· Clarity;

· Measurability;

· Reachability;

· Necessity and sufficiency;

· Time binding;

· Consistency, according to the management hierarchy.

The consistency of all these factors contributes to the setting of clear subgoals, the achievement of which will lead over time to the realization of the general goal of the organization.

Building a “tree of goals” for an organization - an example

Dividing the main mission into smaller ones makes it easier to achieve. In this way, levels of objectives are created until an easy-to-achieve goal is set. The construction of the “goal tree” is carried out taking into account the “from general to specific” method. The quality of such a plan depends on the skill level of the specialist who was entrusted to create it.

Let's say your goal "increasing company profits". If you think logically, then you can achieve it in two ways:

· Increasing income;

Any organization (commercial, government, charity or public) pursues its own goal. Thanks to the presence of goals, enterprises exist and function.

Depending on the direction of the organization, its goals are determined:

· A commercial company’s goal is to obtain maximum profit;

· For social - fulfillment of a socially important task;

· At the charity - helping those in need.

The goals are:

· Short-term. Achieved within a year;

· Medium-term. Completed in 1-5 years;

· Long-term. Achieved in no less than 5 years.

An example of an organization's goal tree

The top of the tree always belongs to the overall goal of the company (its mission). Next comes the division into subtasks, the implementation of which contributes to the achievement of the main mission. One level is occupied by goals that do not depend on each other, and also do not originate from each other.

The set of company goals is individual, but there are some areas of activity in which organizations show genuine interest:

· Production;

· Sales policy;

· Income and finance;

· Policy towards personnel.

The number of levels that make up the main goal of an organization depends on the size of the company, the complexity of its goal, the hierarchy in management and the organizational structure.

The goals of the organization set in different areas of its activities

Production:

· Cost reduction;

· Improving the competitiveness of the product;

· Increasing production efficiency;

· Development and use latest technologies.

Marketing:

· Promotion of goods on the market;

· Increasing the range of products.

Finance:

· Achieving effective financial management of the organization;

· Achieving improved solvency and profitability;

· Achieving increased investment attractiveness.

Staff:

· Improvement of personnel qualifications;

· Improvement of enterprise personnel;

· Development of an incentive system;

· Increasing the productive aspect of work.

For the quality of work of an organization, the approach to goal setting is very important. They are the starting point when planning the entire range of activities of the organization. The tree of organizational goals serves as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, organizational units and the entire structure in general is possible only if the assigned tasks are achieved.

Articles on similar topics:

Publication date: 10/13/2015

Do you have a dream? Everyone has it, even if they don't think so. A dream is something that is currently neither feasible nor achievable. For one it could be a trip to the sea, and for another it could be a flight into space. Small dreams turn into tasks, big ones into goals, but global ones remain a dream. How to get to this peak - a dream? To plan! One of the planning methods is building a goal tree, let's figure out what it is and how to build it?

Goal tree– a hierarchical principle of constructing a structure of goals and objectives; it has a top and subordinate levels. You could say it's an inverted tree, but it's better to call this structure a pyramid. The pyramid of your success - the more energy you spend, the closer you get to the top. Therefore, by performing small operations, it is much easier to reach your dream.

Building a goal tree

So, the top of the pyramid is dream. A dream is difficult to achieve, and sometimes completely unattainable, but at the same time you really want it. To decide on your dream and main life goals, think about philosophical questions: “Why am I living? What do I want to achieve in this life? What will remain of me when I leave this world? It is very difficult to answer these questions, but it is important. Of course, you can live for today, but the older you get, the more you think about the meaning of life.

Main life goals (period of achievement of 10 years) must be realistic as opposed to a dream. They should relate to the main areas of life: family, financial and material situation, education, self-expression, etc.

Next we follow the principle of breaking it down into smaller ones. goals(5-10 years) and subgoals(1-3 years). Goals are the results that we want to achieve in a given area, and subgoals are the goals given in specific conditions. Questions to help you define your goals: “What is important to you in life? What would you like to have in order to feel happy? What do you like to do and what would you like to achieve in it? For what purposes do you earn money, besides satisfying physical needs? The sum of the subgoals leads to the goal, you must represent 80% of the subgoals to achieve it. How to set goals correctly.

Subgoals are formed from tasks that you complete every month, week, day. To determine a subgoal, answer the question: “What do you want to get out of the task in the future?” That is, in this case we go from bottom to top. Analyze what you do every day, where will it lead you in the end? Once you've decided on your subgoals, identify the tasks you're doing or what you're missing in order to achieve the subgoal. Tasks are divided into simple daily operations.

Let's sort it out For example. Let's say our goal is: holiday abroad in 2011. To go, we need money, so our subgoal will be: to earn 50 thousand rubles by May 2011 for a vacation in August 2011. Next, we need to decide where to go on vacation in 2011 - this will be the second subgoal. Now we break it down into tasks. For money: put aside 10 thousand every month (1st day) from January to May into a savings account in a bank.

Personal tree of goals and objectives or success pyramid

To decide where to go: choose a travel company; think about where you would like to go, what to see; analyze the cost of this pleasure. Next, we divide each task into operations (subtasks), this is not so difficult. Next, if we follow the plan, we will go on vacation in August 2011.

What happens if you don't plan? You will constantly think: “Oh, how I want to go, but there’s no money! And where to go, it seems like I want to visit both there and there...” So everything will remain in dreams! Therefore, they need to be translated into goals, and goals into tasks, and act! And the method of constructing a tree of goals for the pyramid of success will help you in planning.

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Strategic goals. Goal tree

Strategic goals represent the results that the company seeks to achieve in the future. Goals can be set for the company as a whole, for its structural divisions, and for specific performers. Goals, unlike targets, are clear, measurable, achievable, correlated with strategy, and also time-bound.

Goals must satisfy the following conditions:

  • Measurable: all goals have a quantitative expression (relative or absolute)
  • Clarity: Goals are so precise and clear that they cannot be misinterpreted
  • Necessity and sufficiency: goals are formulated for all areas of activity
  • Attainability: both the boss and the subordinate are confident that the goal is achievable
  • Time-based: deadlines for achieving the goal are set
  • Time consistency: a clear priority is established for achieving goals
  • Consistency across the management hierarchy: targets structural divisions do not contradict the target indicators of the company as a whole

Setting strategic goals begins with a mission. After all, a mission is a short, clearly formulated document that explains target creation of the organization, its objectives and core values, in accordance with which the direction of the company’s activities is determined. Having short description directions of the highest level - mission, vision and strategy - the company develops strategic goals and objectives that are understandable to every employee.

In accordance with the Balanced Scorecard methodology, strategic goals are divided into four blocks:

  • Finance
  • Clients
  • Business processes
  • Growth and learning

An example of a strategic goal in the “Finance” block:

A company can achieve revenue growth by developing customer relationships, reducing costs, and increasing productivity.

Once a company determines who its target customer is, it can formulate goals and metrics for its intended customer value proposition.

Example of strategic goals in the “Clients” block:

  • Offer products and services of high quality and low price in a timely manner
  • Increasing customer base

To achieve the strategic goal specified in the “Customers” block, it is necessary to set many strategic goals in the “Business Processes” block.

Building a goal tree

Let's point out some:

  • Timely delivery of goods and materials by suppliers
  • Reduced production costs
  • Improving the efficiency of technological processes
  • Improved production quality
  • Timely delivery to customers

To implement all of the specified strategic goals in the blocks “Finance”, “Customers”, “Business Processes”, continuous training of enterprise employees is necessary. To achieve strategic goals, a high level of competence is required. The ability to manage quality and the delivery process is essential to maintaining a customer base. Attracting clients is built on the ability to communicate and negotiate, the ability to know and understand the client environment, customer needs, formulate a value proposition and successfully execute a transaction requires skills that need to be taught.

After all strategic goals are formed, they are combined into groups for the company as a whole and by divisions. The head of the unit organizes the work of his unit, distributing the strategic goal of his unit into the tactical goals (tasks) of his subordinates. The hierarchical alignment of the tree of goals should be built in such a way that the strategic goals of the enterprise are transformed into specific tactical goals (tasks) of each individual employee.

The technology for setting strategic goals is discussed at seminars:

Budgeting and financial planning

Strategy management. Improving business efficiency

Related articles:

Balanced Scorecard

Core business processes

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Rules for constructing a goal tree

If the goal setting of a system is defined as a combination of the goals of existence of each of its elements (creation of a system of goals), then the creation of a structure of goals of the system allows us to describe the structural and functional dependence of the elements in the whole formation (system). Determining such a dependence is the basis for identifying the patterns of structural formation of a particular system and describing it using formal methods of system analysis.

The description of the system in the form of a structure of goals, their connections and relationships underlies the systematic study of any complex object, the study of its state, behavior and control of the process of its movement towards the image of an ideal state.

An organization as a mixed system refers to a multi-purpose system. One of the possible models of system goals is shown in Table. 1.3. The purpose of this table is to demonstrate the position according to which the content of the system’s goals changes depending on what becomes the object and subject of goal formation. Another goal is to show what goals can be aimed at.

Table 1.3 Goal composition model

The contents of the table show that the organization as a system strives for passive stability and functioning regardless of the existence of the external environment. The external environment of the organization in the form of competitors and consumers of the product (service) forces it to respond to their requests using operational management methods. If management subjects set goals that are future-oriented and capable of changing the external environment, then the organization is able to initiate the events it needs to make a breakthrough and attack competitors.

Thus, the content of goals is determined not only by the subject of management, but also by the object and subject of goal formation itself. For example, the goal “Increasing labor productivity” is determined not only by the ambitions of managers, but also by the qualifications of the organization’s employees and the technical equipment of managers and workers.

2.3. Building a “goal tree”

There are no universal rules for setting goals. The main requirements for formulating goals are that they must be specific, accurate, complete and consistent.

The specificity of goals is ensured by subject focus, targeting and time certainty (the beginning, end and order of achieving goals are set), for example, an increase in labor productivity in product packaging technology by 6% over two years.

The composition and completeness of the goals depend on the specifics of the object and the conditions of the external environment, which serves as the source of the formation of the goals, for example, an increase in labor productivity by 6% within two years through the use of new materials that appeared on the market in the current year.

Goals must be considered in relation to their associated objectives to ensure their consistency and coherence in an effort to rationally allocate available resources. An example of this kind: an increase in labor productivity by 6% over two years due to the use of new materials, which will ensure the shipment of an increasing volume of products on time.

The achievability of goals is checked by assessing existing economic, legal, social, psychological and other obstacles. Let's continue the example: an increase in labor productivity by 6% over two years should be accompanied by obtaining a bank loan and leasing insurance for new equipment, as well as improving the qualifications of packaging production technologists.

To assess the degree of achievement of the goal, it is necessary to ensure the measurability of the goal, which can be both quantitative and qualitative, for example, to provide for an increase in labor productivity by 6% within two years, for which to develop a business plan for the modernization of packaging production and indicators of the success of its implementation.

The flexibility of goals is manifested in the ability to adjust them due to changes occurring in the internal and external environment of the system, for example, ensuring a 6% increase in labor productivity within two years of implementing a business plan for modernizing packaging production, providing for the purchase of equipment that can be used universally.

Considering a goal as an integral object, it is important to establish its structure, the graphical model of which is a tree-like graph (“goal tree”). In this case, the goal is decomposed into subgoals, and the number of hierarchical levels is determined by the subject of goal setting, based on the task facing him.

The procedure for structuring a goal consists of isolating the basic elements in the problem being solved and establishing connections between them, which makes it possible to formalize the problem situation.

The procedure for developing a “goal tree” is a long process with various clarifications and approvals, and the choice of the procedure itself depends on the specialist solving the problem.

The construction of a “goal tree” begins with the formulation of the main goal, which reflects the problem situation as a whole.

Following the principle “from the general to the specific”, they reduce (divide) the goal into parts (subgoals).

The hierarchy of goals is ensured by the fact that lower-level goals follow from and are subordinate to higher-level goals, i.e. the means to achieve a goal are its subgoals and, in turn, become goals for the next lower level of the hierarchy.

The completeness of the decomposition is ensured by the fact that a complete list of subgoals is formulated at each level of the hierarchy. It is clear that each goal is decomposed into at least two subgoals.

It is necessary to strive to have a common measurement scale for each level of the hierarchy.

Goals presented at the levels of the hierarchy must be flexible, provide for the possibility of adjustments and changes (both in the process of building a “tree of goals”, and in the process of changes in the external and internal environment, and in the process of implementation).

The procedure for constructing a “goal tree” is completed at the level of decomposition at which it is possible to develop alternative ways to achieve the goal.

2.4. Strategic goal system

Igor Ansoff, looking at distinctive features strategy, gives the following definition of itself and its guideline (vision): “The guideline is the goal that the company seeks to achieve, and the strategy is the means to achieve the goal.”

But from systems theory it is known that, to paraphrase the definition, a means to achieve a goal is a system. It follows that strategy is a system for achieving a goal. Let's try to substantiate the thesis put forward by analyzing the structure of the organization's goals.

In the early 1980s. A.I. Prigogine, considering the main organizational goals, proposed three types that are not related to each other by hierarchy: task goals, orientation goals and system goals. Goals-tasks were supposed to reflect the external purpose of the organization (the terminology of strategic management in this case is more consistent with “mission to the outside”). Goal orientations correspond common interests workers and can be realized through the organization (inward-directed mission). The goals of the system are designed to realize the structure’s need for balance, stability, integrity (more precisely, the goal of ensuring the consistency of the organization, which is characterized, first of all, by structure - a set of connections between parts of the system), etc.

It follows that the organization’s system of goals is a “system configurator” - a system consisting of subsystems represented in different description languages, for example, an increase in labor productivity by 6% over two years and strengthening of reputation in the market for packaging services combined with a reduction working capital turnover cycle.

Let's try to imagine a model of the composition of a system of strategic management goals, which we will then transform into a model of structure. However, it is first necessary to make a few comments, guided by the provisions of system analysis.

Any activity is purposeful. An organization usually has several types of activities, so there may be more than one goal. In addition, the difference in goals leads to different definitions the same phenomena (definitions here mean a language model of a system). The above indicates that the goals of an organization can lie in several intersecting planes, and the point (or line) of intersection of these planes, as it seems to us, is general view will most reflect the location of the overall (integral) goal of the organization.

The goal here is understood as “a subjective image (abstract model) of a non-existent but desired state of the environment that would solve the problem that has arisen.”

If now this image of the desired future is projected onto the environment surrounding the object under study, then the projection will be a set of environmental elements, the use of whose properties makes it possible to achieve the goal. Such a “shadow” of a goal on the environment represents a means of achieving the goal - a system (a set of interconnected elements, isolated from the environment and interacting with it as a whole).

Reasoning in a similar way and based on previously given definitions, it is possible to build several subsystems based on different languages descriptions characterizing the goal in question. An example of such a description (goal configurator) is shown in Fig.

Goal tree - what is it and how to build it?

Rice. 1.8. Structure of the goal system

The presented system of goals shows that vision, mission, objective goal, strategy characterize the same goal, considering it as if in different planes, and these characteristics of the goal occupy the same (upper) level of the hierarchy.

In general, the figure illustrates the relationships between the main target characteristics of the organization and allows us to formulate the following conclusions.

Strategy is a system for achieving an organization's goals.

The direction of the strategy is determined by the mission addressed to the environment external to the organization and inside the organization: in social structure and into a structure that ensures the maintenance of the systemic properties of the organization.

Strategy lies on the same plane as the operational management of the organization, which consists of elements of the external environment and is poorly structured.

The purpose of the organization is a system, the subsystems of which lie in different planes, but are united by it, and through it communication is carried out between the elements of different subsystems.

The goals of an organization (like any system) are formed under the influence of many factors, as evidenced by Fig. 1.9.

Rice. 1.9. Distribution of factors influencing the formation of goals

From the figure, in particular, it follows that goals may vary:

By time of achievement and orientation;

By subjects of goal setting and by direction in space;

In terms of objectivity, they can be either objective, similar to the properties of any system, or subjective, similar to the image that the organization strives for.

The degree of achievement of the goal is assessed using the criteria selected for a specific decision.

It should be noted that goals, in contrast to targets, are characterized by clarity, measurability, achievability, correlated with the mission, and must also have a time frame for their achievement.

These distinctive features of goals are called SMART characteristics. SMART is an acronym for the following five words and concepts.

1. Specific - to be so clear and precise that there is no room for misinterpretation or multiple interpretations.

2. Measurable - express quantitatively everything that is possible, primarily subjective expectations, recording what the result may turn out to be if the goal is achieved.

3. Achievable - both the boss and the subordinate must be sure that the set goal is achievable.

4. Related – relate to the strategy, economic goals of the organization, and the interests of the performer.

5. Time-bound – allow definition on a time scale based on the deadlines for achieving the goal.

4.2 Solving problems in the company

It turns out that even after the completion of successful projects, Toyota managers wondered: what could have been done better?

Toyota believes that you can't solve problems until you admit they exist. The presumption of imperfection applies here. An ideal is wonderful, but small changes for the better are much more realistic; it is easier for a person to set a local goal. Not 15% by the end of the quarter, but 1% by the end of the month. The challenge is to put the talk into action, to integrate the presumption of imperfection into the way we think and act.

New employees are actively involved in the process of endless improvement. The plant has work groups, a written initiative program, and teams dedicated to solving lingering problems. But everything is based on two harsh realities.

“First of all, of course, we must produce two thousand cars a day. That’s why we don’t vote on how each car is built,” says Gritton. “You can’t stop and change the process every few minutes.” Secondly, the basic rule applies: constantly striving for excellence is not a matter of character, national culture or willpower. It rather resembles a kind of conveyor belt.

New employees first need to understand the company's standards, learn the operations, and only then offer something new. If you don't fully understand the nature of the work, how can you know what you're offering is useful?

4.2 Toyota's goals and prospects

First of all, Toyota showed the world how cars should be made: few people had heard of the Toyota Production System (TPS) before it, and in particular its most important element - the Just-in-Time system - were described in a published 1991 book "The Machine That Changed the World."

The key principle of TPS is to eliminate waste of resources and maintain consistent high quality through continuous improvement. JIT is just one element of a comprehensive program to eliminate unnecessary work and wasted resources. The TPS system was then implemented in many other industries around the world.

While American and European auto companies were improving their models, buyers quickly realized the advantage of reliable Japanese cars and preferred them. When America and Europe introduced trade barriers in response to the spread of Japanese automobiles, Japanese companies began to build factories in European and American territory. Although Toyota expanded more slowly in the global market than Nissan or Honda, having a sophisticated production management method gave it a significant advantage as it entered the global market.

Many organizations have tried to master and apply the methods that Toyota has turned into a routine, a science, a way of thinking and being. Among these companies are GM, Ford, and Chrysler.

After this, the Big Three began to modernize their production: over the past ten years, GM and Crysler have reduced car assembly time by 30%. But they are still significantly behind Toyota. Nowhere is this clearer than at GM. "We've taken a huge step forward," says Dan Florez, a General Motors spokesman. — Transforming a company of this size is not an easy task, it cannot be solved overnight. But a cultural revolution has occurred and change is in full swing.”

What happens every day at Toyota can be taught and learned. But this is not a goal, because a goal presupposes a finishing point, and there is none here. This cannot be applied because it is not a list of innovations. This is a different worldview. You cannot lose interest in him, shrug your shoulders and retreat, just as you cannot lose interest in your future.

At Toyota, getting the job done and improving the quality of the job become one.

Looking into the new century, most experts note a change in the balance of power in the global automotive industry in favor of Japanese companies and therefore recommend using Japanese experience in organizing production and management whenever possible. The Japanese automobile industry leads the world in low production costs.

The company's mission is to meet customer needs by eliminating the three main barriers to production efficiency: waste, variation and inflexibility.

Taichi Ohno, founder of lean manufacturing and executive vice president of Toyota Motor since 1975, formulated the basic principles of the Toyota Production System, on which it stands until today.

1. Produce only what is needed, and only when needed. The rule applies to spare parts, to the organization, to product characteristics. Everything else is waste.

2. When an error occurs, you should immediately find its cause, eliminate it, and prevent its occurrence in the future. Goal: no errors.

3. All employees and suppliers must continuously improve product quality and improve the production process. 16

Japanese company management is focusing on creating global production systems, which are believed to be more stable than in individual countries and less susceptible to political and economic upheavals that may arise in other countries. individual country. It is planned to reduce suppliers and focus on those that provide world standards based on the latest technologies. Interregional cooperation in the production of components, according to Japanese economists, will reduce production costs and make better use of competitive levers. The goal is to establish a global just-in-time delivery system, which has proven effective in Japan, but this will be at a new, higher and more complex level.

Conclusion

An important management task is to establish a balance of interests of various social institutions and groups of people interested in the functioning of the organization and influencing the nature, content and direction of its functioning. The balance of interests determines where the organization will move, its target orientation in the form of mission and goals.

Determining the mission and goals of the organization, considered as one of the processes of strategic management, consists of three processes, each of which requires a lot of and extremely responsible work. The first process is to formulate the company’s mission, which in a concentrated form expresses the meaning of the company’s existence, its purpose. The mission gives the organization originality, fills the work of people special meaning. Next comes the sub-process of defining long-term goals. And this part of strategic management ends with the subprocess of setting short-term goals. Forming a mission and establishing the goals of the company leads to the fact that it becomes clear why the company operates and what it strives for.

The basis of Toyota's success is its perfect production management and high-quality work on creating new models, allowing it to offer consumers new model ranges every two years. The company produces 60 basic models for Japan and many options for foreign markets, while the degree of unification is very high - Toyota very successfully uses components and assemblies from old ones in new models.

Toyota Motor Company's just-in-time manufacturing system, created by Taichi Ohno, involves eliminating activities that do not generate revenue and moving toward "lean manufacturing" that is flexible enough to accommodate a variety of customer demands.

One of the principles of Japanese management is total quality control (TQC), which initially focused on managing the quality assurance process. Subsequently, it grew into a system covering all aspects of management.

The task of senior management is to analyze the company's current market position and set priorities for policies to improve quality, costs and delivery.

Employees must understand Toyota's way of thinking and operating, and then engage in the process of continuous self-improvement and management of the company.

Bibliography

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Creating a project goal tree

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Annex 1

Process strategic planning organizations

Appendix 1.2

Types of value orientations of an organization

Value orientations General descriptors Types of Goal Preferences
Theoretical True; knowledge; rational thinking. Long-term research and development.
Economic Practicality; utility; accumulation of wealth. Growth, profitability and results.
Political Power; vocation. Total capital, sales; amount of workers
Social Good human relations; attachment; absence of conflict. Social responsibility regarding profit; indirect competition; favorable atmosphere in the organization.
Aesthetic Artistic harmony; composition, shape and symmetry. Design, quality and attractiveness of the product (even at the expense of profit)
Religious Consent in the universe. Ethics; moral problems.

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The success of an organization largely depends on proper planning. Maximum profit and high profitability in the long term are always the general goal. What is the role of the goal tree in planning?

What is objective tree

Management objectives are presented in large quantities and diversity, so every enterprise needs a comprehensive, systematic approach to the choice of their composition. The process of setting goals is called goal setting.

The objective tree of the organization is:

  • structured list, diagram of organizational goals;
  • hierarchy of multi-level goals;
  • a model that allows you to organize and combine goals into a single complex.

The product of applying this method of strategic planning should be a logical and simple enterprise management scheme. The goal tree makes it possible to justify the general goal and makes subgoals more achievable.

The goal system is determined organizational structure. Huge structure, big number departments and work lines will require the development of a complex “branching” tree with many decomposition levels.

Vertex

The tree is filled from top to bottom, from central goals to secondary tasks. At the “top” (“root”) there is a general goal, the achievement of which is not an easy task. This means that we have to decompose it into smaller elements, “goal-branches”, that is, carry out decomposition. This is how a plan of movement towards the main goal arises.

All subsequent levels are formed in such a way as to contribute to the achievement of the previous one.

Goal directions
Target Content
Economic Maximizing profits from sales of products or services in required quality and volume
Scientific and technical Maintaining products and services at a given scientific and technical level, R&D, increasing labor productivity through the introduction of know-how
Production Fulfillment of the product release plan. Maintaining rhythm and quality of production
Social Improvement, development and replenishment of human resources

Branches and leaves

Branches - subgoals extending from the top are again subject to decomposition. “Sprouts on the branches” represent the next level of goals. The process is repeated at each level until the goals are simplified. Simplicity is achievability, understandability and logic.

All “branches” describe the result that expresses a specific indicator. The goals of one parallel are independent of each other.

A tree of enterprise goals is created based on 3 important elements any purpose.

“Leaves” are specific activities to achieve a goal. The characteristics and indicators indicated on the “leaves” help you choose the best option:

  • deadline;
  • the likelihood of achieving the goal by the planned date;
  • cost indicators;
  • the amount of resources consumed.

Tree elements in the same group are connected to each other through logical “AND” (denoted “∧”). Alternative groups interact through “OR” (“∨”).

Tree of organizational goals. Example

Let's consider simple diagram goals to maximize profits while increasing results and reducing costs.

To get closer to the general goal (high profitability and maximum profits), three areas need to be worked on. Enter the resulting options into the tree of the organization’s goals. The example is presented in table form.

Apple Strategy and Goals

Why is Apple's strategy a winning one?

The company's field of activity is information and radically new products for working with it. The priority is the process of creating content and consuming it.

For example, Apple paid attention to cultural aspects. The music consumption model has been improved. iPod makes it easier to listen to music on digital media and browse the Internet.

The line of iPod, iPhone and iPad corrects the shortcomings and improves the basic ways to create and use information. This model, used for laptops, desktop computers, and television, will allow the Apple corporation to further increase its income.

The decade resulted in three universal inventions and business platforms. They are not an end in themselves, but a means to achieve the goal: gaining access to the main methods of information consumption.

It is natural that Apple's general strategy is to develop its existing product line.

Building a tree of organizational goals using the example of Apple

The main goal of any business is to expand market boundaries and win an endless number of customers. Apple is no exception and prioritizes improving its product line in the interests of the consumer.

Consider a company's goal tree for a product such as the iPhone, whose value is reflected in the motto “Simple. Comfortable. Aesthetically." The main goal of the tree will be to improve the iPhone, taking into account the interests of potential users.

The main competitive and consumer-significant factors in this market are:

  • product cost;
  • variety of functions and energy-intensive battery;
  • brand popularity;
  • technologies for connoisseurs;
  • design and size;
  • range (was abolished by Apple).

The goal tree will help answer the question: “What to do?” For example, to reduce cost, the interface needs to be simplified.

What industry factors need to be created? What properties should I improve? These are memory volumes, design, games and entertainment. What to focus on: the functional component or the emotional one?

Table with iPhone subgoals at three levels

Apple's goal tree is presented in a simplified version in the form of a table.

Improving iPhone with consumers in mind
First level goals
1. Eliminate the range and popularity of the brand 2. Simplify the interface 3. Increased attractiveness for consumers 4. Improved ergonomics
Second level goals
2.1. Simplify manufacturability 3.1. Creating a new design 4.1. Special owner status
3.2. Increasing memory capacity 4.2. Last mile solution
3.3. Enhancing the entertainment aspect 4.3. Reduce size

To solve the “last mile” the following tasks were identified:

  1. Use touch screen and make sure there are no buttons.
  2. Create additional options.
  3. Enlarge screen.

The next step is to fill out the “leaves” or activities to achieve the subgoals. To do this, specific deadlines for completing tasks, the required volume, resources, cost and significant quantitative indicators must be indicated.

The last step is to depict the goals in the form of a tree with branches.

Task tree. Example

Tasks are called subgoals. They do not need decomposition and “end-means” links. The goal tree includes goals of the highest and lowest levels.

Objectives are the basis for creating a program to achieve a specific goal at the grassroots level. Solving a problem is a set of actions.

The goal tree, as an option, may contain the following tasks.

Thus, the tree of goals becomes an ordering tool for creating a company development program. Examples confirm the principle of its formation “completeness of reduction”: goals are “split” into subgoals until the original goal becomes clear and achievable.