Organization goals. The procedure for agreeing on goals is important
Company executives often face such a problem when attractive goals are formulated at special strategic sessions, a plan for changes is outlined, but at the level of execution, the routine of daily tasks absorbs employees so much that strategic plans remain declarations on paper.
In order to implement the strategy chosen by the company, a management system is needed that allows all departments of the company to focus, coherence and flexibility to move towards clear and ambitious goals .
Such a system (OKR, Management by Objectives and Key Results), developed and debugged by Intel and Google, is now used by a variety of companies around the world - from high-tech giants to small factories. The system evolved from the classic "Management by Objectives" (MBO) in response to the changing requirements of modern business. It is intuitive and easy to learn and use, and can be introduced both at the level of the entire company, and in stages.
The training contains both the basic principles of the system and a business game that will help participants to model the management process on a simplified game material, and then transfer it to their own business.
If necessary, post-training support of the company is possible in the format of team goal-setting sessions, team debriefing sessions, individual coaching sessions and consulting for managers.
Learning objectives
- To train managers to systematically manage a business according to goals and key results.
Expected results of training participants
- They will master the basic principles of a modern management system.
- They will receive a roadmap for the business management system.
- Learn to articulate goals and key results clearly.
- In practice, they will master the technology of conducting team sessions to set and agree on goals and key results.
- Learn how to conduct effective regular meetings that contribute to the implementation of the strategic goal of the company.
- Develop a roadmap for implementing the new system in your company.
Duration 2 days, face-to-face
Program:
1. New requirements for business in turbulent times.
Business simulation game "Factory"
Game analysis. Why and how to be "Agile"?
2. OKR (TsKR, Goals and key results) as a response to the request of modern business.
How to organize a flexible, focused, coordinated movement towards clear and ambitious goals? Five components of the system.
What provides flexibility, business agility?
How do you create vertical and horizontal alignment in a company?
How to focus on what's important. Goals “run”, “change”, “health”.
How to move towards clear goals. A modern system for formulating clear goals and key results.
level of ambition. Definition of numerical indicators of achievement of key results.
3. The practice of setting goals and key results of the company.
Strategic goal companies and goals and key results.
Team session script.
Practical work on the example of your company.
Information board of progress.
4. How to achieve consistency of goals and key results of the company and departments?
Alignment at the level of departments - the definition of goals and key results that will help achieve the company's priority goals.
Alignment of goals between departments. Technique "Vernissage".
Practical work on the example of business simulation "Factory"
Practical work on the example of your company
5. A roadmap for the manager and team on how to manage a business using the OKR system.
How to be agile? Flexibility and agility in coordinated movement. Choice of operational planning horizon (quarter or month).
Performance system: Four types of meetings that maintain a consistent rhythm.
6. Scenarios of basic meetings and the basics of facilitation for the leader.
4 principles of a coordinated team (Google research).
Directive and non-directive meetings. What is “facilitation” and why should a leader use it?
Scenario "Planning" - a quarterly (or monthly) meeting to set goals and key results.
Scenario of "Monday" - a weekly meeting to measure progress and focus on priorities. Use of information board.
Scenario "Friday" - celebration of success.
Scenario "Retrospective" - a quarterly (or monthly) meeting to summarize and solve problems.
7. Roadmap for the evolutionary implementation of the system. How to become Agile without fundamental changes in the structure of the organization.
How to select participants for the pilot implementation of the system.
Enter all elements of the system at once or step by step. Where to begin.
How long will it take to implement an OKR management system.
How to measure the effectiveness of the system?
Development of a roadmap for the company.
Coaching and consulting support on the way to change.
Arrangement as a form of harmonization of goals. The overall goals of an organization are often the result of a constant process of negotiation between its parts (divisions) to reach an agreement. The contracting parties in the organization have their own interests and in the search for a compromise find common ground resolving their differences. In practice, there are two types of such processes: horizontal target alignment and vertical target alignment.
Aligning goals horizontally - this is the achievement of an agreement on organizational goals between units of a functional, technological or production chain.
Horizontal alignment of goals always occurs within an organization. Although the subdivisions have an independent connection with the external environment, direct contacts between them take place without the intervention of outsiders.
Align goals vertically includes reaching an agreement on the goals of the organization between three levels: its head or owner, the institutions of society (central and local authority, professional societies, etc.) and workers, often represented by their trade unions. Workers are employed in the organization, the organization exists in society. This position of the parties makes the goals of one of them a sub-goal of the other.
Society goals are quite wide and varied - from maintaining defense capability to protecting environment, consumer protection. Such versatility and diversity of social needs do not allow the organization to clearly and clearly define what society wants. In real life, society is represented by groups with different interests that put pressure on the organization.
Goals of business owners or managers most often they are of a financial nature, since they allow using such a universal indicator as profit to determine their position in society as a whole and in the industry in particular.
Goals of the members of the organization differ from the interests of the groups discussed above. For example, an employee of an environmentally harmful enterprise is less interested in protecting the environment (the goal of society) than in the desire to preserve his workplace, he is also not attracted to profit growth (management's goal) achieved by reducing the employee's income.
In relation to society, the resolution of these contradictions is carried out by the organization and its management by lobbying the authorities and sponsoring activities in society, and in relation to employees - by concluding a collective agreement through the mediation of trade unions or, in the absence of the latter, by issuing guarantees on wage and labor conditions. While each individual organization faces its own specific problems, what is common in terms of its effectiveness is not confrontation, but the achievement of agreement on goals through negotiations for all three levels: employee, owner, society.
12
CORPORATE CULTURE MANAGEMENT
Abstract on the topic:
“THE MOTIVATIONAL EFFECT OF ORGANIZATIONAL GOALS"
Today, many leaders intuitively understand how important it is to align the goals of the employee and the organization. This process can be called by any term: stimulation, motivation and even manipulation (depending on the situation). The result that the employee can achieve depends on the degree of coordination of organizational and individual goals.
The degree of consistency of goals can be different. We list three different options.
1. The goals of the organization do not intersect with the goals of the employee.
As a rule, this is the initial stage at a new place of work, where a person comes with his own ideas about the activity and how to perform it (Fig. 1).
The expectations and illusions of a new employee, as well as his fears and anxieties, accumulated at previous jobs and unconsciously brought to a new one, largely determine the behavior and results of his work. Only gradually, subject to the competent setting of the goal-correlation process, does the employee begin to understand why he is here, what his tasks are. In this case, the second stage of goal coordination begins - the internalization of organizational goals, i.e. the process of turning external goals into internal ones. However, this may not happen.
This situation is the most difficult to motivate an employee. A vivid example: a person comes to a company with the sole or dominant goal - to make money. He may have other tasks, which define the circled area of \u200b\u200bindividual goals. For example, in addition to financial interests, he may be interested in self-affirmation in the workplace (career growth), warm and interesting communication with colleagues, etc. At the same time, the company may have the goals of entering new markets, developing distribution networks in general, strengthening the position in the market through aggressive intrusion into other regions, etc. It is naive to believe that an employee who "shared" all these target areas of the company at the interview will actually think about how to bring the product to a new market, only because he gets paid for it. wages. If it is guaranteed to him, then some of his own goals have already been achieved, and now he will have an interesting pastime with colleagues and look for career options. It is not at all necessary that for this he will work for the company's goals. They are not interesting to him, because they lie outside the scope of his own goals and objectives. In such a situation, management has to expend enormous efforts to develop both tangible and intangible systems of motivation and incentives for staff. However, all of them are a kind of "middle way" between what the company needs and what the employee himself wants.
Let's take a different context. The employee claims that he does not know how and to whom to sell, citing various arguments, including the need for additional training. The company understands that by training an employee, it satisfies both his and his own interests, because the ultimate goal (obtaining a result) can be achieved through the growth of professionalism. As a result, money is invested in training, but the result either does not appear at all, or is short-term - a positive effect is observed while the training itself is being carried out and the person is interested. After completing the training, motivation disappears as quickly as it appeared.
The goals of the employee and the company again lie on different planes. The fundamental mistake is the search by the management of the individual and significant goals of the employee, and subsequently their satisfaction in the hope of obtaining a motivating effect. Such actions are associated with a misunderstanding of the nature of the alignment of individual and corporate goals. This approach is initially inefficient, because everything should be just the opposite: the employee should look for the goals of the company that he could satisfy in order to receive his wages. In this case, the task of management becomes the formulation of such organizational goals that would be understandable to every person working in the company, and, moreover, would create a motivating and stimulating effect for any employee in a particular position.
2. At the second stage, partial coordination of individual interests and goals of the employee with organizational goals ( Fig.2).
At this stage, the problem of motivation becomes solvable, since the employee is personally interested in achieving any individual goals.
For example, a kindergarten teacher sincerely believes in the need to develop a holistic personality of a child and contributes to this in every possible way, sharing the organizational values and goals of that kindergarten, where he works. It is clear that this employee may have his own goals that do not coincide with the organizational ones. For example, he may work part-time to provide additional income.
From the point of view of motivation in this situation, it is important to understand which individual goals coincide with organizational ones, and in the future - how to expand the area in which they intersect. In other words, for a kindergarten teacher, the following activities can have a motivating effect: expanding the scope of authority, increasing its significance in the eyes of other people (for example, speaking at a conference, publishing material in a local newspaper or magazine about his merits or professional views, approaches, effective methods), involving an employee in management or projects of additional education, etc. The employee must be given the opportunity to personal plans in the context of the development of the organization, and not outside it or at the expense of it (i.e. to the detriment).
3. Full acceptance and sharing by the employee of the goals and values of the organization (Fig. 3).
Probably, one of those people who fully share the goals of the company and identify them with their own is the owner of the company, because from a psychological point of view, it is his continuation, the embodiment of his ideas about the world and business. Even if we consider its targets in the narrow sense(deriving profit), then this is the key goal that encourages a person to create his own business and develop it. This idea becomes the key goal of the entire company, regardless of its field of activity. Thus, the owner is the most interested person. The first persons of the organization (top managers) are a little less interested, since the goals of their activities often depend on financial indicators related to the overall performance of the company. The further a person is from understanding the goals of the company, the more he begins to realize his own goals or interests in his workplace.
The process of matching the goals of the company and the employee can not only begin with a complete mismatch (see Fig. 1), but also end with it if the employee is disappointed with what is happening in the organization. In addition, he often has new, more significant goals that he cannot achieve within the framework of the workflow.
Speaking about motivating staff in terms of harmonizing goals, it is important to consider how harmony can be achieved. The traditional way is when the leader takes on the entire burden of responsibility, then he himself determines who, what, when and how should do it. In fact, according to this scheme, all management systems are built, in which the object of management is an employee. The path of targeted management is when responsibility for the result is shared among all staff. The "global" organizational goal is divided into a number of smaller ones, each of which is the responsibility of the corresponding employee, depending on what part of the business process he performs.
It is important to understand that this is not only a functional or structural division (for example, by departments, divisions, duties performed), but a part of a holistic business process, for each link of which, from the moment the owner invests money to the return of investments, a specific person is responsible. At the same time, each employee knows his area of work (Fig. 4) and is aware of how the results of his work will affect the activities of other employees and the entire company as a whole.
This understanding should be based on concrete indicators, and not just on the corporate spirit, which can also fulfill limited function in increasing the efficiency of activities.
With this approach, the object of management is not the employee of the company, but the organizational goals that he faces. The main task of the manager in this case is to correctly determine the key goal and select from it those sub-goals, upon reaching which it will be achieved with minimal expenditure of any resources (including time). s x and human).
Then the manager determines the ways and means of communicating this goal to the employee (see table).
In accordance with the above table, a manager who decides to implement a management system by objectives faces several additional tasks.
1. Decomposing a key goal into smaller goals. It is desirable that these goals are achievable and measurable. Otherwise, one of the axioms of effective management is not fulfilled: it is impossible to manage what cannot be measured.
It is important to attribute each major goal to the area of responsibility of at least one employee. If some tasks remain "not closed", a gap in business processes is obtained, due to which the company cannot reach a new level of development, achieve the necessary turnover, reduce costs, etc. It is necessary to think over who can be responsible for these processes and indicators, and, possibly, introduce a new position to solve a certain range of issues, etc. GOAL MANAGEMENT
Tarelkina Tatiana
"Management today", №1, 2003
Goal management system: a trendy concept or a real management tool. What does the goal management system give, what are the limitations of the system and whether it is possible to prevent them. How to implement a management system by goals and to whom it is "shown". Most typical mistakes when implementing and using it.
Management by Objectives (MBO) is a management term and concept introduced into business by Peter Drucker back in 1954. This is a system based on clearly formulated goals of the company and each of its employees, they are also the expected results of the activities to which they aspire and evaluate their achievement. The concept was so successful that as early as 1986, George S. Odiorne wrote that "most Fortune 500 companies manage their major divisions by purpose."
The benefits of "Management by Objectives" are well known to everyone:
· Built a hierarchy of goals (from the strategic goals of the company to the operational goals of employees);
Consistency of goals at all levels of management;
· Objectivity of labor evaluation criteria;
· Clear and accepted by employees criteria for evaluating their work;
· Constant feedback and the ability to quickly evaluate and adjust the activities of employees, departments, and the company.
The "weak" sides, as a rule, include the "expenses for its development", the UOC requires time, effort and resources. But as they say, "you have to pay for everything in life." Besides:
- this tool involves the participation of many, time and effort are shared;
- the development, implementation and adjustment of the system requires more time than maintaining its work in the future.
In Russia, this concept has been applied relatively recently and its popularity is only growing. Internet forums are already discussing the strengths and weak sides MBO, participants share their experiences, opinions about this management tool.
Many thanks to: resource e-xecutive.ru, the forum and its participants, who recently very actively discussed this interesting topic and collected a "bank" of various links on the topic. Of course, from a research point of view, it is not correct to make generalizations based on the results obtained in one forum and draw conclusions about the application of the UOC in our reality. But it is difficult to refrain from commenting, because the results were quite expected, and many were even pleased. I would like to generalize the possibilities and limitations of the system.
What does the UOC system give:
- Consistency of goals, their achievement, keeping the organization on the strategic vector, increasing the manageability of the company - such results are worth a lot. What more could you want for the company, its leaders and employees.
Aligning goals is the second most difficult task in management, after agreeing on values. In addition, additional benefits of this process are the establishment of communications between departments and understanding of mutual influences, as a result, the speed and quality of information exchange, decision-making increases, responsibility and team cohesion increase;
- Indeed, thanks to the practiced skills of setting goals according to all the rules and moving them to a qualitative level, there comes an awareness of the "second order", when a company, manager, employee sees goals at a new level, you see everything seems to be the same, but you understand and accept goals quite differently. This is how awareness begins to awaken. Awareness of the third, fourth, etc. levels is directly proportional to the increase in responsibility that a person takes on, regardless of the position held. Thus, the employees and the organization itself develop. In addition, "consciousness" of goals and one's activities dramatically raises the level and quality of employee motivation, is a catalyst for purposeful activity and initiative. A goal formulated and prescribed according to all the rules in literally begins to "work" and attract all the necessary resources: information, people, etc.;
- The task of building a clear hierarchy and quantitative comparison of goals is indeed the most painstaking and difficult task in the UOC, requiring experience, patience, creativity and the desire to solve it. The task is "achievable but not easy" J.
- Goal management is, first of all, a system. The loss or non-use of any of its elements or stages is unacceptable for the system, it dies. To understand what is element of the system, especially the key one, it is enough to imagine the operation of the system without this element. Therefore, the UOC without feedback, an appropriate system of motivation, or the use of MBO only to agree on goals and realize one's activities, while excluding its possibilities for quality planning and objective assessment (the primary goals of this system), is anything but management by goals;
- Planning and evaluation are really vulnerabilities in management. If a person wants to find a loophole, he will definitely find it and justify that "the grapes are green." It is not possible to obtain complete, reliable, objective data, then what is the point of planning and evaluating something. Precisely because "everything in the world is relative" - one should plan and evaluate the activities of the company, managers, employees in order to understand where we are now, how we got here and what needs to be done.
- Limitations - there is a point of development for an employee or company, especially when they are interconnected. There is the possibility of solving a complex problem, the possibility of "killing two, three, etc. birds with one stone", which is no place for creativity.
- It is important to decide for which companies, in what situations the use of the UOC is most effective, and also under what conditions the UOC system will take root in the organization;
- The introduction of any system is a task of medium complexity among implementation tasks and is quite feasible. Resistance is a natural response to the unknown. There are key factors that are common to all levels of implementation complexity, ensuring its feasibility and effectiveness. The key factor is always the desire and "managerial will" of the key persons of the company.
Any company, using MBO, solves some of its problems, placing more emphasis on the relevant capabilities of the system, because we have not yet accumulated our own experience that could be generalized, and it is not entirely correct to draw a copy of Western experience.
Let us consider the basic principles, elements and stages necessary for the effective operation of the PCM system.
Except, basic principles characteristic of any planning and reporting system: a tree of goals, cyclicality and closure, feedback, specificity and measurability, regularity and constancy, a single standard - the UOC system includes such principles as the principle of participation and the principle of holism.
1. Goal tree
At the core company activities lies strategic plan company (3-5 years), which contains the general goals and directions of the company's development. They are achieved gradually, each year there is a plan, on the basis of which plans for areas (marketing, personnel management, etc.), departments and employees are already being formed. That is, the principle of "matryoshka" works: each subsequent one is an exact copy of the main one, but at its own level, in its own volume.
There are companies in which "daughters" work as independent business units, their plans are prescribed for them, as a rule, they are based on a calculated business plan.
If the nesting doll principle is not used, then as a result: you can come to something else instead of the goal; the general goal can be perceived as not "real" or not "lifting", in both cases this demotivates the staff, as well as the lack of precise and clear goals and ways to achieve them.
2. Cyclicity and isolation
The UOC, like any other system, has its beginning and its end, it is a plan and a report, which are practically Siamese twins, serve as the basis and evaluation criterion for each other. The plan is a virtual way to achieve the set goals, the report is its real passage. How well the plan was thought out, its reference points and criteria for their achievement were determined, it will be so easy to follow it. The report is the basis for the next plan and, as a rule, corrects specific actions, decisions, achievement criteria. Thus, they are closed to each other and represent a complete cycle. The subsequent plan and report represent a new round of the cycle. It turns out almost "development in a spiral."
Difficulties may arise if: the reality of the report has nothing to do with the plan; analysis of the report is not used as a corrective tool, and all errors are safely transferred to the new plan; when passing a new plan-report cycle, you have a clear feeling of complete "déjà vu".
3. Feedback
Planning and reporting is already a feedback, in addition, the system permeates the entire company from top to bottom and from bottom to top. Thanks to reports, everyone (management, departments, departments, employees) receives feedback on: the results and quality of the work done, the reality of the goals set and ways to achieve them.
Difficulties arise if the feedback principle is used formally, like everything you need to eat, but information does not pass, is lost, distorted, there is no live two-way feedback between management and subordinates.
4. Specific and measurable
This is achieved due to the presence in the plans and reports of goals, criteria and deadlines for their achievement for each area of activity (company, division, employee). For example: sales volume (in %), number of target customers, number of lost customers, number of claims (complaints).
Deadlines and criteria make plans not only more clear, understandable, specific, they serve as guidelines, beacons for achieving goals, are the driving force, catalysts of activity. Then they perform the functions of monitoring and evaluation.
Difficulties can arise if the deadlines and indicators are not realistic, overestimated or underestimated, in the end, both of them demotivate the staff; if they are not there, then there is no coordinate system; it is not clear what to strive for, what to achieve, how to understand what has been achieved, how to evaluate the result of the activity.
5. Regularity and consistency
Each company has its own frequency for plans and reports of various levels. Standard: year, half year, quarter, month. For the sales department, weekly and daily sales plans and reports are often introduced. It is important that this be really regular and constant, otherwise there is no point in it. Why? From a scientific point of view, in order to draw conclusions and make the right decisions, it is necessary to analyze the results for the same periods of time. From the point of view of management, this is organization and control, that is, discipline, both for employees and for managers.
The following difficulties may arise: incompatibility of data, making poor-quality decisions, chaos in the work of the company, "unbridled" employees, etc.
6. Single standard
The plan and report may contain any sections necessary for effective management, however, it is important that the form of planning and reporting is standard and observed by everyone - this greatly facilitates analysis and decision-making at the highest level, makes it possible to compare departments with each other, evaluate the effectiveness of each department. To optimize work, some companies also introduce uniform standards for formulating goals and requirements for filling out plans and reports.
The following difficulties may arise: different indications of units, lack of accurate information; the ability of departments to "shift" responsibility on each other; a lot of management's time is spent collating and comparing data, and management's time is expensive and valuable.
7. The principle of participation
The advantages of involving or participating in the management of the company's affairs quickly become tangible and obvious, these are: "assignment" ("assimilation") of the company's action program, "acceptance" of responsibility by employees, an increase in the level of activity and "anticipatory initiative", an increase in job satisfaction, etc. .d. Moreover, according to the results of research by Western experts, the achievement of these effects becomes possible thanks to even the most simple forms involvement of employees in the processes of discussion, planning, decision-making. In what format it is possible to implement this principle largely depends on the traditions in the company and its size. Small companies win in this sense.
The absence of this principle can be observed all the time, it is most eloquently expressed in sayings: "My business is small", "From the fence to lunch", etc. The other extreme is the system of collegial decisions on any occasion, as a rule, this is connected with the personality of the leader, this is a wonderful opportunity to evade responsibility.
8. The principle of holism
This principle consists of two parts: the principle of coordination and the principle of integration. Organizations are divided into levels, each level - into units that differ in function, product and market served. Coordination covers the interaction of units of the same level, i.e. horizontally, integration - between units of different levels, i.e. vertically. The combination of the principles of coordination and integration gives us the principle of holism, according to which, the more elements and levels in the system, the more profitable it is to plan simultaneously and in interconnection.
If this principle is not used, then each division, at best, "pulls the blanket over itself", at worst, by its activities leads to losses expressed in specific figures due to the lack of interaction with other divisions, "blocking oxygen", hiding important information etc.
The main elements and stages of Management by Objectives are:
1. Planning activities and setting individual goals
2. current control for performance results and information exchange (feedback)
3. Intermediate and final assessment of the performance of personnel.
Auxiliary and mandatory tools are the motivation system and the information system. Let's consider all the components in more detail.
1. Planning activities and setting individual goals
The first stage is the basis for all the others and really falls on the biggest load:
- development of a tree of goals - "nesting dolls" at all levels and directions (strategic and operational);
- formulation of goals that meets the requirements for setting goals;
- competent prioritization (at all directions and levels);
- coordination, linking the goals of departments at the same level and at different levels;
- consistency and balance of personal and corporate goals.
The quality of its development depends on the passage of all other stages and, as a result, the achievement of the goals set. Let's briefly review these components.
Goal Tree
In the example below, the matryoshka is clearly visible in terms of the time component of the goals.
Matrix for the development and formulation of company goals
| Content Goals |
Temporary goals |
||
|
Short term |
medium-term |
Long term |
|
| 1. By profit | Reduce production costs | Increase turnover by 50% | Achieve a sales volume of 450 million rubles |
| 2. By customers | Retain loyal customers | Find new customers | Expand your customer base by 10-20% |
| 3. By area of interest | Increase the competitiveness of the product | Expand range | Find a new market niche |
| 4. According to the growth of the company's potential | Retrain workers | Invite new specialists | Prepare highly qualified specialists |
| 5. By employees | Encourage the manifestation of initiatives | Develop new system stimulation | Pay employees at the rate of 10% of profit |
| 6. Management | Identify the main problems |
Manage communications between departments | Form a management team |
| 7. By supplier | Switch to cheaper domestic raw materials | Completely replace foreign raw materials with domestic ones | Create a new supply chain |
| 8. By outlets | Interested resellers | reorganize trading network | Develop a trade marketing system |
Goal setting requirements
So, we come to the need to define the goal. The hardest part of this process is finding good criterion measurability. Indeed, how and in what units to measure success? How to do it?
1) The goal should correspond to the main idea.
2) The goal must satisfy a set of criteria. Goals should be:
· Are formulated clearly and clearly (unambiguously perceived by all participants in the planning process);
Specific and measurable (if possible quantitatively or qualitatively);
· Limited by what you can control;
· Achievable, but not too easy; their achievement must require effort;
· Associated with the urgent tasks and problems of the organization, and not only with the personal interests and preferences of owners, employees or management;
· Clearly reflect the order of priorities;
· Calculated for a certain period of time, at the end of which they must be reviewed and adjusted;
· Formulated using active verb forms (only not in the imperative mood), that is, to denote an action;
· Positive and motivating;
· Objectives must be agreed upon.
Someone is more accustomed to perceive the criteria with the help of S.M.A.R.T. We decipher the abbreviation - a well-set goal should be: Specific- specific; Measurable- measurable; Achievable- achievable; resource-provided- provided with resources; Timed- with fixed deadlines. (To be fair, we note that A sometimes interpreted as Aggressive- active, energetic, or Agreed- agreed, and R- as Realistic- realistic). Compared to the above list, a very important criterion is added here - availability of resources.
The goal is the expected result of the activity. The simplest means of checking the result is to ask the question: "What will we take as proof of our success"? The answer to this question will be a well-formulated goal, including the measurability of quality, terms and conditions.
It is good if the goals are determined by quantitative characteristics, for example, a 2-fold increase in working capital. What can serve as success criteria for a secretary? Compliance with business rituals, ethics of telephone conversations, absence of complaints. What about PR activities? With training? The main question is what we want to get from (the corresponding activity) as a result. The answers to these questions, expressed in numbers, can serve as an example of correctly set goals. The Measurable criterion is often defined as a range of values, or generally characterized only by quality indicators. Therefore, they need to be defined with great care so that the concept of "use as effectively as possible" has a specific content.
I would like to pay special attention to the substantive part of the formulation of the goal. This can also become a bottleneck. For clarity, let's give an example: A vertically integrated holding, the focus of activity is agriculture. One of the company's strategic goals - "Cost Reduction", is broadcast to all "daughters" and is actively encouraged by the "mother". "Daughters are happy to try", but each in its own direction, not taking into account the interests of the parent company and other "sisters". "Daughter", raising pigs using a special technology, sells its products to everyone at a commercial price, for another "Daughter" - sausage factory- The conditions are the same, which by itself is not profitable. The second "daughter" has to buy raw materials on the side, so as to keep the appropriate price level at the exit, as a result, quality suffers - instability and there is a direct loss of customers. As a result, despite the success of one of the daughters, who were naturally rewarded (% of the profit to the director, bonuses to employees, resources for the "daughter" as a whole), by the end of the year there was a clear picture that the holding as a whole was only losing.
Smart prioritization
The most visible, effective and easy method is the Eisenhower Window
The Eisenhower window has two dimensions - importance and urgency. This simple matrix allows you to organize tasks, determine what needs to be done first and what to plan, what can be delegated, and what should be abandoned. The manager's problem is to fill this matrix honestly. Usually the manager gets the feeling that everything he does is both important and urgent. Putting a filter for some cases, redistributing them is very difficult. The skills of setting true priorities, a kind of skill that should be mastered. The main secret is to admit to yourself: most often we do not at all what we should. And we formulate it imperceptibly for ourselves, subconsciously. Planning with the Eisenhower window helps you determine what you actually need to do.
| Important | |
| Things are important, but not urgent. There is usually not enough time for these things. Most of it is spent on emergency work and routine work. And they can be greatly reduced by devoting more time to precisely these important things. This is work on developing a strategy, formulating goals, building a system of motivation, analytical work etc. |
Things that are both important and urgent. These are rushes. When it is very important to fulfill everything on time - obligations to customers or the state. This group cases can also be reduced to a near minimum if more time is devoted to important (but not urgent) cases. This can be done primarily through planning, clear logistics and an increase in the overall level of management. |
| Things are not important and not urgent. These are direct losses of time, they should be sought to be reduced. For example, smoke breaks; duplicating work with someone else; discussions that do not lead to a result; extraneous phone calls, etc. |
Things are urgent, not important. Usually this is the so-called turnover. The work must be done, but the effect of it is small. You can greatly reduce the amount of turnover by introducing standards of activity, rules, regulations, automating procedures. Often such routine work can be reduced by several times through the use of new technologies. And, accordingly, free up time for important (but not urgent) work. |
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Urgently |
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Coordination, linking the goals of departments at the same level and at different levels
Here, the involvement of personnel in the management of the company helps a lot, but this should have been done at the first stage - the development of the company's strategy. Then they consider it their own, better understand that the result depends on the teamwork of all departments, their role and responsibility in achieving the overall result. A unifying foundation has been laid, further linking takes place at meetings, working groups, etc. The harmonization of goals horizontally occurs at the stage of setting, when the manager discusses and analyzes with subordinates how the goals facing the company (division, department, working group) can be achieved. At the same time, a higher-level manager uses his knowledge and understanding of the company's strategic priorities, and a subordinate - knowledge of the specifics of activities in his area. At the same time, clear and measurable criteria for achieving the goals set are defined and agreed upon.
Aligned and balanced personal and corporate goals
The inclusion of each employee in the process of planning their activities not only instills appropriate skills, starts the process of awareness, but independent planning (even if clumsy at first) increases employee motivation and the ability to satisfy both their own and other people's desires. In addition, self-written plans are a good feedback for the manager, how ready a person is to take responsibility, how much he takes into account the strategic line of the company in his plans and how much his actions "work" for the company.
2. Current monitoring of performance and information exchange, feedback
important distinctive feature control in the UOC is the objectivity of the evaluation criteria and much more high level employee self-control. The employee knows by what criteria his work will be evaluated. Moreover, he is directly involved in their development, which means that he perceives the evaluation criteria as his own, and not imposed from outside. Regular communication between the superior and the subordinate in the framework of feedback, which is an integral attribute of the UOC, allows the leader to manage more subtly and efficiently.
3. Intermediate and final assessment of the performance of personnel
If the first stage of staging is completed qualitatively and the motivation system is agreed with the UOC, then at this stage everything happens by itself, accurately, clearly, clearly. At this stage, the main attention should be paid to the actual assessment and analysis of the results: what was achieved, what worked (due to what), what did not work (why), what can be done better, etc. Here the principle of regularity and constancy and the principle of feedback come into force. The manager needs to find time for feedback in order to guide employees, adjust their activities and motivate them to achieve the set results.
Motivation system, built within the framework of the UOC, offers the manager everything that is necessary for successful motivation and stimulation: clear and measurable goals, deadlines and criteria for evaluating work, in the objectivity of which the employee is sure, knowledge of the result-reward ratio before starting work, a sense of ownership and understanding of the company's strategy that arises among employees at the time of setting goals and discussing criteria and is supported by regular feedback.
Information system, as well as the motivation system, performs supporting and providing functions in relation to the UOC. Its task is to collect, process and primary analysis information needed for decision making.
Implementation of the "Management by Objectives" system
"Management by goals" - integrated system, which includes all the functions and control mechanisms and works on them, "system of systems". Therefore, it must be used in full, its partial use is reflected in the level and quality of all included parts. The most common bottlenecks are the feedback and the motivation system, they either do not exist at all, or they are not linked to the UOC system, and live on their own. The involvement of personnel in the development of this system can already be considered the beginning of implementation, ensuring its success by 30%.
The main provisions for introducing changes are known in principle, but for some reason, this rake is quite often stepped on:
- assess the readiness of the company to implement specific changes;
- regular informing of employees, constant feedback;
- go through the main stages of implementation: planning changes, starting work, detailed execution of work, completing the implementation of the system.
An assessment of the company's readiness for implementation can be carried out according to the formula proposed by Gleicher:
C=(ABD)>X, where
C - changes;
A - the level of dissatisfaction with the status quo;
B - a clear representation of the desired state;
D - the first practical steps towards the desired state;
X - the cost of change (financial costs, time, effort, discomfort.
It follows from the formula that changes should occur then. when there are three elements - A, B, D and more, taken together they give a greater effect than the cost of making changes. A company's readiness for change will be insufficient if A, B, or D are too small. The level of dissatisfaction can be "warmed up" (if the company really needs change) by providing facts and showing the unsatisfactory situation, how this will affect the company in the near future and the employees themselves.
Often, it is the lack of information about upcoming changes that causes nervousness and gives rise to rumors (mostly of a negative nature). Do not give any information, hold "closed meetings" on the topic, walk around with an important and mysterious air, the easiest recipe for getting resistance.
The main points at each stage of the implementation of changes:
Stage 1 - Clear planning of changes. On the one hand, do not spare time and effort on it and work it out qualitatively, on the other hand, do not delay, because you can miss the moment of the necessary level of dissatisfaction with the situation. Unfortunately, at this stage, everything often ends. Often understanding of the nature of change can only come during the implementation project, so planning must be flexible.
Stage 2 - Start of work. It is very important at this stage that everything works out and the result is visible. It is good to start with some small and easily solved problem.
This will inspire the staff to further exploits in the name of the company. In addition, this is a safe level where you can understand the balance of power, who is for, who is against or quietly sabotages, who is ready to take responsibility and who is not. Identify the "change agents" who accept and guide the masses.
Stage 3 - Expanded implementation of changes.
The main difficulty is that the process of change can take months or years. With a long-term implementation, there is a high probability of a decrease in motivation, "fatigue" from the process and uncertainty, constant changes. Maintaining interest is possible due to the active involvement of staff in the implementation of changes and the creation of an atmosphere of trust.
Stage 4 - Completion of changes.
It is important to consolidate the result, analyze the implementation, and revise the technology for making changes for the future. Naturally, it is necessary to evaluate the contribution of everyone, and provide employees in the form of rewards and feedback.
The main engine, the decisive factor in carrying out changes is the "managerial will" of the leaders. There is an opinion that if the organization is constantly implementing changes, then over time (after seven successful iterations), the staff begins to take them for granted and the attitude towards them changes.
There are three basic conditions that ensure the effective implementation of the "Management by Objectives" system:
- Formalization of the company's activities (availability of proven systems, technologies, work standards, etc.). All this is characteristic of the second stage of the company's development - the stage of regulation. This is the time for a good start in the implementation of the UOC, since at the next stage of "internal entrepreneurship" it is already vital;
- Competence of middle and top-level management has a strong influence on the UOC system (the quality of planning, a systematic view of the company and the processes taking place in it, the ability to delegate, involve personnel in the work, set tasks, monitor their implementation, etc.).
- Effective time management.
If any of the basic conditions is missing or is not sufficiently developed, then first it is necessary to “grow it up” to a level where the introduction of the UOC becomes possible and justified.
Goal management is an effective management tool that requires precision, perseverance and patience. It is necessary to spend a lot of time to develop a full-fledged system of the UOC. The main thing is to bring the development of the system to its logical end, to implement the system in work and monitor the correctness of its use. It is important to introduce the UOC system when it is really necessary for the company and there are all necessary conditions. Partial use of the UOC or the introduction of an unfinished system only discredits it in the eyes of the company's managers and employees. An attempt to re-implement (when the system is really needed for the company) will cause natural resistance.
Thus, the management system by objectives is a "second order" management tool. And, accordingly, this tool gives the greatest effect when implemented in organizations that have successfully solved all the typical growth problems mentioned above. If the organization has not yet carried out purposeful work to analyze its own state, no work has been carried out to identify and use reserves, then it is clearly premature to set the task of switching to a management system by goals. The introduction of a management system by objectives should be preceded by a serious revision of management and the introduction of such basic management tools as a planning system, an information system, a decision-making system, a control system, etc. Unfortunately, according to our experience in advising Russian enterprises, most of them today are not ready for a full-fledged implementation of a management system by objectives, and therefore there are so many failed attempts and, accordingly, negative assessments of the UOC system by business leaders. On the other hand, companies began to appear, realizing that there are no management tools that would be a panacea. They approach the issues of increasing the efficiency of activities and their own development in a comprehensive manner, solving problems consistently and systematically. And it was they who managed to use all the possibilities of the UOC - to make the business transparent, to increase the professionalism and loyalty of the staff, to ensure the focus and stability of the business.
Irina Romashova, BIRZHA weekly (Nizhny Novgorod)
One of the most important problems today is the ability to balance the interests of different people and structures in order to come to a "common denominator." For today, only this allows you to make a business successful, and all goals - coordinated. Therefore, there has recently been a growing interest in methods for harmonizing goals and actions. It also has its own theory and practice.
The goal is usually understood as the result of the activity, that is, a certain indicator that has quantitative characteristics. In fact, the concept of purpose is much broader. Sociologist of organizations A.I. Prigogine characterizes goal as "the unity of motives, means and results." He derives the following statements from this:
* the goal is an objectified motive (need);
* the goal can be part of the result, the result can cover several goals;
* the goal is formed in the presence of needs and resources to achieve them.
If we consider goal setting (selection and goal setting) from the standpoint of meeting needs, then the diversity of goals of individuals, groups and organizations becomes clear. Mismatch between individual and group needs, different priorities, resource limitation - everything these factors hinder the achievement of goals even in the absence of external disturbances.
The same A.I. Prigogine speaks of different levels of goal-setting, which he singled out according to the degree of objectivity-subjectivity.
Goal setting levels:
1. Teleonomy - a life support system aimed at self-preservation, balance support and functioning.
2. Purposefulness - adaptation to external conditions and stabilization of the state due to reactive control.
3. Purposefulness - the ability to generate new goals, change the environment based on proactive management.
Listed goal-setting levels correspond to the pyramid of needs of any organization. Goals can be structured according to the principle of "profitability-growth-development" or grouped by levels of organization (individual, group, enterprise as a whole). It should be noted that within the same level, needs are relatively ordered and have certain priorities (for example, a person first wants to be fed and clothed, and then engage in training, self-realization, spiritual searches). When moving through organizational levels, significant contradictions are found between the goals, interests and behavior of its participants. Thus, the need of an individual to have a higher level of salary directly contradicts the need of a businessman to take higher profits from the enterprise (including in the form of dividends), because both needs are satisfied from one “boiler” (source).
Of all organizational levels only the individual is the real bearer of goals. And the group and the enterprise as a whole are some average aggregates. Individuals are understood as business owners, customers, managers, staff. Contradictions exist both between the carriers of these four goals, and within each of the groups.
To diagnose disagreements, a matrix can be compiled in which, by pairwise comparisons, contradictions between goal carriers are revealed. The process of compiling it for real operating organization useful already in that it makes it possible to identify, formulate and rank problems. The mechanisms for resolving these contradictions are very subjective and depend mainly on non-formalizable factors. Such as leadership style, organizational culture, the mood of the capitalist (manager) and others.
It is worth noting that goal alignment is part of the governance model organizational changes generally. First, goal setting is an important component of a business model, along with mission and strategy development. Secondly, the decomposition of goals (division into stages and types) leads to activities, which, in turn, generate business processes and performers. Thirdly, no real change will occur unless a specific compromise is found between the goals of the participants in the process.
In the process of moving from the existing state to the desired state, only the alignment of goals will ensure that the planned trajectory is followed as closely as possible. Besides, synergistic effect arising from the unity of goals of individuals, forms the basis of proactive management, which contributes to the self-organization and self-development of the enterprise.
On the other side, the technology of goal coordination is also based on the change management model(assessment of the current state, planning the desired and developing a project for the transition from one to another). Applied to this situation we are talking mainly about diagnostics and the development of corrective actions, since the desired (ideal) state - absolutely agreed goals - is known to us.
The method of moderation is often used to agree on goals.. During it, participants are given cards with a proposal to write down important, in their opinion, the values and goals of the organization. Cards are collected, analyzed and systematized, goals are ranked by voting. The identified values and goals act as a base list for the individual rating. The ratings obtained are subject to quantification(as far as they are consistent with each other).
For the above procedure, you can use index of value-oriented unity (COE) by M. Rokeach. Its essence is as follows. Group members are given a list of qualities (values) of 24 items. Everyone is invited to choose the five most significant. The COE level is set as a percentage:
COE \u003d (n-m) / N,
where n- the sum of the choices attributable to the five qualities that received the maximum preference in this group;
m- the sum of the choices attributable to the five qualities that received the minimum preference in this group;
N is the total number of choices.
If there are no matches, then COE = 0. When all members of the group choose the same items, COE = 1. If the index value is low, management efforts are needed to align values and goals in the team.
For the same purpose, you can use method rank correlation Spearman. The method allows you to determine the tightness and direction of the correlation between two features or feature profiles.
Known Chaddock scale, according to which a noticeable relationship between the series appears in the range of values of the correlation coefficient 0.5-0.7; high connection - 0.7-0.9; very high - 0.9-0.99.
Why burden yourself with this work? The fact is that significant differences in values and interests in the team lead to the fact that the resulting vector of intentions will be less than what is required to achieve the goal. Therefore, the goal will not be achieved. When values coincide, a synergistic effect is manifested. The correlation coefficient serves as a measure of the difference between individual values and group values.
From the point of view of modern theory, synchronization of goals leads to the appearance of a target stable motion vector (attractor). An increase in the correlation coefficients indicates an increase in the degree of consistency of goals. The more supporters of the same goals, the stronger the attractor and the higher the degree of its attraction. In other words, the organization's values that are encouraged attract more supporters. The absence of attractors indicates the presence of chaos in the system. Chaos is a sign of a crisis state that is resolved as a result of local “wars”, which significantly weakens the organization (conflict firms sort things out within themselves, instead of dealing with clients).
If steps are taken to agree on goals, positive dynamics are observed and there is a “strengthening of friendship” in the team, a clearer understanding of the goals and interests of each other (and, as a result, understanding of the goals and interests of clients).
Thus, the coordination of goals is a kind of process of self-development of the organization. Carrying out the above diagnostics is designed to identify the maximum mismatches in goal setting. These discrepancies are subject to correction. Two ways are possible: “from above” and “from below”.
Adjustment "from above" means the declaration of the goals of the organization with a consistent decomposition to the level of performers. This is a traditional method of strategic management. Goals as intentions and needs are proclaimed in the form of a mission, philosophy, strategies. Goals as expected results set the values of controlled indicators. When adjusting “from above”, the importance of the organizational factor is increased by advertising it and forming a positive image.
Possible the following ways to increase the attractiveness of the image:
involvement of staff in the process of discussing strategic issues during strategic sessions;
formation of key competencies of personnel;
organization of corporate seminars and trainings.
All these forms contribute to the development organizational culture and are methods of building a self-developing organization.
Adjustment "from below" is carried out by influencing the local interests of individuals in order to shift them to the area of organizational interest. If the strengthening of organizational values is mainly realized through training, then the shift of local values is achieved by stimulating and improving wages.
In general, the ability to reconcile interests can be considered at present as an essential competitive advantage an organization that ensures its strategic survival.
