The tree of goals of the state program. Target-programmed method

Goal tree is a well-known term in management. It is a structured, hierarchically structured (distributed over levels) set of goals of the economic system, program, plan.

In 1957, the American scientist Russell Lincoln Ackoff proposed a method for constructing a goal tree. From that time to the present day, this technique has not lost its popularity and is actively used in planning tasks by managers and businessmen.

What is it and what is it for

The goal tree method is considered one of the most effective methods for scheduling tasks. This method includes all general planning principles that are simple and easy to learn. In fact, this is a graph that reflects a plan for solving a particular problem.

• The goal tree has a standard structure. The "trunk" of the goal tree is the main problem for which you need to find a solution.
• "Branches" are tasks of the second, third, fourth and so on levels.

When planning a solution to a problem, as a rule, a graphical representation of a tree is used. In such an image, the tree has an inverted view, where the "trunk" represents the top of the graph and is at the very top. And from it, the tops, the aspirations of the subsequent levels grow, forming a crown.

A graphical representation of tasks in this form helps a person to clearly think over a plan to achieve the intended goal. By depicting his plans in the form of a graph, a person sees what problems he will face and what additional resources he will need to achieve his plan.

Also, according to the graph, the period for achieving the goals is approximately estimated. With such a representation of the solution to the problem, connections and dependences of some tasks on others become visible. Today, the goal tree method is used in scientific forecasting by managers when conducting projects, as well as for planning personal issues.

How to build

The rules used to construct the goal tree are quite simple:

1. First, the main task that needs to be solved is determined. She then will be the top or "trunk" of the tree. This is usually called a general task. It usually cannot be achieved immediately. In order to achieve it, it is necessary to solve other subgoals, the result of which is needed to fulfill the general one.
   These subgoals will be called "branches". A branch can also have sub-targets.
2. When building a goal tree, you need to clearly and in detail describe each branch. Each must also have the required number of subgoals in order to be realized. As a result, you should get a tree that fully coexists with the solution of a particular problem. It should contain all the necessary steps and resources to solve the main task.

Construction principles

The management has adopted the following principles for constructing a tree of goals:

• Consider needs and resources

Goal setting assumes that there is some problem that needs to be solved. As a rule, tasks requiring planning cannot be solved right away. Because they are quite complex and require an integrated approach to the solution.

It so happens that a given task cannot be solved, because there are not enough resources to solve it. Or there is no way to assess the availability of resources, since the problem is too big. In this case, the goal tree is a good option for analyzing the situation. Consider the needs and resources at your disposal when building your goal tree.

• Specify

Using the goal tree in planning, be specific about your goals. Keep in mind that they must be finite. Describe the parameters by which it will ultimately be possible to determine whether it has been completed or not. You also need to set the time it takes to complete the task.

• Break the production down into stages

It will be rational to set tasks in several stages. The first stage is the general goal. Then, for its implementation, resources are searched and analyzed. After which, as a rule, you will need to set subgoals. Likewise, resources are searched for to implement subgoals.

Thus, the development of the main task continues until the whole scheme of its solution is thought out. Tasks are refined and clarified as long as necessary.

• Compatibility

The sub-goals should be sufficient to solve the main idea, that is, if all sub-goals are achieved, then this leads to the solution of the main task. It should not happen that when all subgoals are completed, additional actions or resources will be required to solve the main task. If it turns out like this, then this indicates that the goal tree was built incorrectly.

• Compliance with the structure of the enterprise

If the goal tree is used to organize the work of a business or enterprise, then its structure must correspond to the structure of the enterprise. So that each department or division achieves its aspirations, which in the future should lead to the achievement of the overall design of the enterprise. This is the most convenient goal tree construction for multi-element or enterprise systems.

• Decomposition method

When building a goal tree, the decomposition method is often used. The essence of this method is to split the top-level main goal into subgoals. Or, in the reverse order, from the sub-goals, a plan is drawn up to achieve the highest level plan. To solve a specific problem, you should always choose the option of creating a goal tree that is most suitable and makes the best use of resources.

Construction examples

Let's analyze the construction of a goal tree using the following examples of goals: admission to a university and financial well-being. How do I get the goal tree?

An example of admission to a university describes the setting of the main task, subgoals, and the allocation of resources. As well as how resources are used to resolve the issue. In the example on financial well-being, another option for constructing a graph is considered.

• ADMISSION TO THE UNIVERSITY

Let's say the main task is to enter a university. Building a goal tree for a prospective student requires taking into account the available resources and identifying subgoals. What resources can be for admission to a university.

Resources in this case include:

1. Education received at school;
2. Family financial capabilities;
3. Connections.

Given the available resources, it is necessary to obtain a goal tree. For this, sub-goals are highlighted. They depend on resources. For example, a family has little finances, no connections, a young man graduated from school without a medal, and has average grades of knowledge.

We get the following subgoals:

1. Make connections, if possible;
2. Take out a loan for training or find a source of additional income;
3. Study with a tutor.

In turn, these goals can have subgoals. Let's take an example of a goal for a tutoring session. This should include:

1. Organization of additional income to pay for the services of a tutor;
2. Search for a tutor with the necessary knowledge;
3. Allocation of additional time for classes.

Of course, each case will have its own resources and options for solving the problem. After all, there are rich parents with connections and a child who does not study well. Then the structure of the entire plan will change dramatically.

It will also depend on which university the person wants to enter. Since for admission, for example, to an ordinary, unpopular university, where there is a competition, perhaps one person per place, this is one planning option. And admission to a prestigious foreign university is completely different. Here you will additionally need knowledge of the language, and the study of the possibilities of living in another country while studying, and obtaining a visa and much more.

• FINANCIAL WELL-BEING

Now let's look at an example of building a graph to create financial well-being.
Let's start building a goal tree by setting the main goal: financial well-being.
The goal tree can be displayed graphically, so it will be more visual.

Conditionally, financial well-being can be achieved by fulfilling three sub-goals:

1. Passive income organizations;
2. Active income organizations;
3. Luck and freebies.

Thus, the goal tree has three second-level items. Then each of the points is broken down into sub-objectives, which form the third level. For example, an active income organization may have the following items:

1. Change of place of work;
2. Additional education;
3. Change of profession;
4. Moving to a different city;
5. Self-development in the professional field;
6. Building relationships in the team;
7. Experience gain.

Again, this is just a general example. The vision and resources for organizing financial success with a janitor, for example, will be very different from the financial plans of a wealthy businessman. For someone, an additional income of several thousand rubles will be a great success or the acquisition of modest housing in the suburbs. And for some, the acquisition of another plant will be only a small part of the plan.

Conclusion

It is very convenient to plan your activities using a graph. This is a visual tool that allows you to see how tasks and resources interact to solve them.

With the help of such a construction, missing resources are easily discovered and new tasks appear that need to be solved to replenish the missing resources.

Also, with a graphic image, the interaction of goals with each other becomes visible, their dependence on each other, the impact of the performance of a particular task on the higher ones, its significance in the overall result.

The graph is convenient to use not only when running a business or planning work issues. It is easily transformed to solve personal issues such as study, finance, self-development and others.

In management practice, it is also important to find an effective method of concretization and mutual coordination of goals. An effective mechanism for solving this problem can be considered the construction of the so-called goal tree. "Goal tree" is a graphical representation of the relationship and subordination of goals and objectives of one or more systems. In this case, complex and complex goals are divided in accordance with the selected criteria into a number of less complex ones, which are also divided into simple goals (subgoals) and tasks (subtasks). The goal tree allows you to assess the likelihood of achieving both the lowest and highest goals in accordance with the available resources, as well as to set the priority of goals.

The goal tree must satisfy two basic requirements: completeness and consistency.

The description of each goal should fully disclose its content and be unambiguous, i.e. avoid different interpretations. Each goal should disclose the content of only one higher-level goal. There should be no cycles on the "tree of goals", the presence of which means the inconsistency of the goals found in the cycle.

• 1. "Tree of goals" is built from top to bottom, with the formulation of the main goal, even in the most general terms.
• 2. Goals of the same level should not enter into each other, but can only partially overlap. The splitting of overlapping targets at lower levels, as a rule, leads to the selection of almost identical smaller targets in their branches.
• 3. Goals of the same level should be sufficiently homogeneous in their importance, ie. play almost equal roles in achieving the goals of higher levels.
• 4. The goals of the upper level, broken down into smaller ones at the lower levels, must be recoded into the language of the corresponding class of subsystems and elements with the transformation of concepts and their sign designations.
• 5. The number of levels for dividing the general goal is determined by the required accuracy of solving problems. However, it is possible to split the goals of management only as long as they remain within the framework of social and economic categories.
• 6. The "tree of goals" in all its branches must be brought to the level that is considered the lowest in its branch. Enterprise objectives typically have four levels of breakdown.

The goal tree is mainly intended to link goals with means of achieving them (the lowest level actually reveals a set of means to achieve a general goal) and to reveal the relationships that exist between subgoals and smaller goals of various branches of the tree at each level. When setting goals, it is mandatory to assess their attainability, i.e. developing a strategy to achieve these goals.

It also happens that the initial formulation of the goal is incorrect and the goal is different. In this case, it is necessary to revise the goal and the strategy for achieving it.

The issue of goal-setting in public administration is one of the topical and important for management theory and practice.

The goal in management is an ideal image (logical model) of the desired state of the subject or object of management, formulated on the basis of knowledge and consideration of their objective laws and organizational forms, needs and interests.

Setting goals for public administration, on the one hand, concerning the entire society, and on the other, based on state power, is a very difficult intellectual process. The following system-forming moments can be distinguished in it.

• 1. Public sources of the emergence and fixation of the goals of public administration. It is necessary to study the objective conditions that are developing around society and within it, a real definition of the capabilities and strength of the subjective factor, specific knowledge of the needs and interests of controlled objects in control actions, a reliable assessment of the potential of public administration and the implementation of other actions that can, in aggregate, and ultimately lead to objective practical purposefulness of public administration.
• 2. The subjective side of goal-setting and the relativity and openness of the formulated goals of public administration caused by it. There are real difficulties in justifying goals that can never be ignored. After all, any future is always unclear, unknown, probabilistic, alternative, open. It has to be anticipated on the basis of information about the past.
• 3. The hierarchy of goals of public administration, which has a great sociological meaning. The main thing for society and thus for public administration is the creation, maintenance and improvement of conditions for free, calm, creative life of people, the establishment of rational relationships between the individual, society and the state. Hence the hierarchy of goals of public administration, built on the principle of the priority of the needs and interests of the development of society.

According to the source of origin, content and logical sequence, the main types of goals of public administration form the following structure [see. one]:

socio-political, covering the complex, holistic, balanced and high-quality development of society;

social, reflecting the influence of social and political goals on the social structure of society, the relationship of its elements, the state and level of social life of people;

spiritual, associated in one aspect with the perception of spiritual (cultural) values ​​that guide society, and in another - with the introduction of the spiritual potential of society in the implementation of socio-political and social goals;

economic, characterizing and approving the system of economic relations that provide the material basis for the implementation of socio-political and other goals;

production, consisting in creating and maintaining the activity of those managed objects that meet the above goals and contribute to their implementation;

organizational, aimed at solving organizational problems in the subject and objects of public administration - building appropriate functional and organizational structures;

activity-praxeological, assuming the distribution and regulation of activities for specific structures, office and workplaces;

informational, leading to the provision of the intended goals with the necessary, reliable and adequate information;

explanatory, requiring the development of knowledge, motives and incentives that contribute to the practical implementation of a set of goals of public administration.

The presented hierarchy of goals is largely arbitrary, is the subject of logical reflections, but it creates a well-known reference point, a "reference scale" in this issue and allows one to evaluate management practice from the point of view of what it gives to society and what goals it implements in it.

4. Building a "tree of goals" of public administration. The central, defining (“trunk”) of the “tree of goals” of public administration are strategic goals related to the quality of society, its preservation or transformation. Strategic goals are deployed into operational ones, fixing large blocks of actions to achieve the first, and operational ones - into tactical ones, defining everyday and concrete actions to achieve the first and second goals. Sometimes the strategic goals are called the main ones, and the goals that allow them to be achieved are called the main ones.

Building a "tree of goals" of public administration on the basis of and taking into account their hierarchy presupposes a generally difficult procedure, moreover, as applied to public administration as a whole and to its individual parts.

In the "tree of goals" of public administration, a special place is occupied by their strategic level. This is the most complex and responsible goal-setting, on which a lot depends in the organization and functioning of the public administration system (both state bodies and managed objects). For public administration, both social foresight is important - goal-setting in its most general form, the expectation of the onset of certain events or phenomena with expected results, and social forecasting - the determination of development options and the choice of the most acceptable, optimal, based on resources, time and social forces capable of to provide it. Strategy is science, art and experience in the implementation of large-scale operations, transformations, reforms and other actions designed to qualitatively change the current situation, the state of public affairs, the situation in an important field of activity, the balance of forces in the confrontation of certain interests. The main thing in the strategy is focus on a new quality, a new level, a new state. In terms of its content, set of elements, their interdependencies, a strategy is a complex phenomenon that determines the role of management in social life.

Of particular importance in society belongs to the strategic level of government, which connects the national destiny of the country with the destiny of the world community. It is necessary to highlight the characteristic features of the strategic level of public administration:

• - taking into account the variety of certain (stable) and uncertain (changeable, probabilistic) conditions and factors;
• - coverage of a significant historical time of action - 5, 10, 15 years and more;
• - involvement in the analysis and assessment of many and varied transformable (subject to change) phenomena, relationships and processes;
• - systemic and hierarchical construction of a "tree of goals", in which the implementation of some goals ensures the implementation of others (the principle of increasing quality);
• - focus on the complexity and variety of resources used, including the creation of new resources;
• - the formation of consistency (logical consistency and consistency) of management decisions and actions;
• - the establishment of strict control (monitoring) of the movement to achieve the set goals;
• - ensuring an open, adaptive nature of management planning, contributing to the implementation of the strategy.

In public administration, a strategy that expresses the main directions and trends in the development of society should be presented publicly, normatively fixed and distributed among the subjects and objects of its implementation. The forms of public presentation and normative consolidation of the strategic level of public administration can be the following:

• - state policy - the realizing essence of the state, through which it fulfills its mission of ensuring the integrity, sovereignty, security, orderliness and development of society;
• - state programs - target, resource and management directions for the qualitative transformation of any spheres or areas of the life of society, agreed and approved for execution as mandatory;
• - state concepts - fundamental views, positions, values ​​of state bodies or their leaders on urgent problems of social development;
• - state plans - directions and methods of specific decisions and actions to achieve the intended objective results;
• - legislative and other normative legal acts that fix through legal norms the ideals, values ​​and goals of behavior desirable for society, the activities of people, their collectives and communities;
• - a set of management decisions and actions that characterize the directions and logic of the implementation of the competence of specific state bodies or their subsystems.

The general (comprehensive) strategy in public administration is distributed at various regional levels: geographic, economic, political and administrative, urban and rural settlements.

The mechanism for implementing the strategy is strategic planning - a continuous process of organizing and adjusting the goals, functions and forms of management activities of state bodies on the way to a new quality of solving the problem, the state of subjects and objects of management.

The validity and effectiveness of the goals of public administration and their "tree" is determined by the connection with the relevant resources and their provision. Natural and human resources are of particular importance here. An important role is given to the resource of law.

As resources for goal-setting in public administration, it is necessary to take into account such purely subjective elements as knowledge, or, in other words, the innovative and technical capabilities of society.

Rational and effective public administration requires the coherence of goals, means and results of their implementation, because only it creates a circuit in the public administration system, gives rise to the trust of society, people and stimulates management processes.

Thus, the goals of public administration presented in a certain “tree” are designed to meet the following requirements:

• - objectivity and validity (i.e. goals should proceed from objective laws and trends of social development and technologies of human activity, correspond to the objective logic of the functioning of this or that phenomenon, process, relationship, take into account the forms and mechanisms of the latter);
• - social motivation (ie goals should "go" from the needs, requests and interests of people, respond to them and thereby cause understanding, support, the desire to bring them to life);
• - security in terms of resources, both from the intellectual and from the material side;
• - systemic organization (i.e., the inclusion in a certain sequence of strategic, operational and tactical goals, general and private, main and supporting, final and intermediate, etc.)

The goals and functions of public administration are interdependent. The subject of management functions indicates the parties, aspects, manifestations of the social system, subject to the governing influence of the state (its organs). The functions of state administration are closely related to the public functions of the state and reflect the methods of implementation of the latter. The functions of government and administrative functions of government bodies (external and internal, general and specific) in aggregate and interaction with each other form a complex, multi-level functional structure of government [1]. This structure ensures both the managerial relationship of the state - the subject of management and the social system, and its internal safety and dynamism as a control system.

The nature and configuration of the functional structure of public administration is influenced by many circumstances: the level of self-government of managed objects, the development of local self-government, the form of government, the form of government, the properties of the state itself - its democracy, social orientation, legal registration, etc. Therefore, there are real difficulties in maintaining rationality and efficiency in the functional structure of public administration, on the one hand, flexibility and adaptability to changing goals, on the other. The system-functional method (approach) is of great importance when “working” with the functional structure of public administration, the observance of the rules and requirements of which makes it possible to streamline cognitive, regulatory, informational, legal and practical processes in public administration. The methodology of the system-functional approach allows us to highlight such an aspect of the functional structure of public administration as the substantiation of standard models of administrative functions for various links of the organizational structure of public administration.

Criteria for the goals

· Clarity;

· Measurability;

· Achievability;

· Time binding;

Let's say your goal

· Increase in income;

The tree of strategic goals on the example of the organization of LLC "Master Realty"

The definition of subsequent methods is created taking into account the specifics of the specific business of the company.

The goals are:

· Production;

· Sales policy;

· Income and finance;

Production:

· Lower costs;

Marketing:

Finance:

Staff:

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

They are the starting point in planning the entire spectrum of the organization's activities. The organization's goals tree serves as the basis for building relationships in the company, as well as a motivation system. Assessment of the work of personnel, departments of the organization and the entire structure in general is possible only when the assigned tasks are achieved.

Articles on related topics:

Date of publication - 13.10.2015

Goal tree on the example of an organization

Organization goals tree

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

Criteria for the goals

The organization's goals must meet the following criteria:

· Clarity;

· Measurability;

· Achievability;

· Necessity and sufficiency;

· Time binding;

· Consistency according to the management hierarchy.

The consistency of all of these factors contributes to the setting of clear sub-goals, the achievement of which will eventually lead to the realization of the general goal of the organization.

Building an organization's goals tree - an example

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

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

· Increase in income;

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

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

· A commercial company has a goal - to maximize profit;

· In the social - the implementation of a socially important task;

· A charity - helping those in need.

The goals are:

· Short term. Achieved in a year;

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

· Long-term. Achieved in at least 5 years.

An example of an organization's goals tree

The top of the tree always belongs to the general purpose of the company (its mission). Further, there is a 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 goals of the company is individual, but there are some areas of activity in which organizations show a genuine interest:

· Production;

· Sales policy;

· Income and finance;

· Policy in relation to 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, management hierarchy and organizational structure.

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

Production:

· Lower costs;

· Improving the competitiveness of the product;

· Increase in production efficiency;

· Development and use of the latest technologies.

Marketing:

· Promotion of goods on the market;

· Increase in the range of products.

Finance:

· Achievement of effective financial management of the organization;

· Achievement of improvement in solvency and profitability;

· Achievement of increasing investment attractiveness.

Staff:

· Professional development of personnel;

· Improvement of the personnel of the enterprise;

· Development of an incentive system;

· Increase of the productive aspect of labor.

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

Articles on related topics:

Date of publication - 13.10.2015

Do you have a dream? Everyone has it, even if he does not expect it. A dream is something that is neither feasible nor achievable at the moment. For one, it may be a trip to the sea, and for another, it may be a flight into space. Small dreams turn into tasks, big dreams turn into goals, and global ones remain a dream. How to get to this summit is 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- the hierarchical principle of building the structure of goals and objectives, it has a top and subordinate levels. We can say that this is an inverted tree, but it is better to call this structure a pyramid. The pyramid of your success - the more energy is spent, the closer to the top. Therefore, performing small operations, it is much easier to get to the dream.

Building a goal tree

So, the top of the pyramid - dream... A dream is difficult to achieve, and sometimes completely unattainable, but at the same time you really want to. To determine your dream and main life goals, think about philosophical questions: “Why do I live? What do I want to achieve in this life? What will be left 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 are, the more you think about the meaning of life.

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

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

Sub-goals are formed from the tasks that you complete every month, week, day. To define a subgoal, answer the question: "What do you want to get from 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 have defined your subgoals, identify the tasks you are doing or what you lack to achieve the subgoal. Tasks are divided into simple daily operations.

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

Personal tree of goals and objectives or the pyramid of success

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. Further, we divide each task into operations (subtasks), it is no longer so difficult. Further, 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 all the money is not present! And where to go, I seem to want to go 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 building a goal tree of the pyramid of success will help you in planning.

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Strategic goals. Goal tree

Strategic goals represent the results that a company seeks to achieve in the long term. Goals can be set for the company as a whole, for its structural divisions, for specific performers. Goals, as opposed to targets, are distinguished by clarity, measurability, achievability, correlation with the strategy, and also have a reference to time.

Objectives must meet the conditions:

• Measurability: all goals are quantifiable (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
• Achievability: both the boss and the subordinate are confident that the goal is achievable
• Time-bound: deadlines for achieving the goal are set
• Timing alignment: clearly prioritized to achieve goals
• Consistency in the hierarchy of management: target indicators of structural divisions do not contradict target indicators of the company as a whole

Strategic goal setting begins with a mission. After all, a mission is a short, clearly formulated document that explains purpose creation of the organization, its tasks and core values, in accordance with which the direction of the company's activities is determined. Having a brief description of the 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, the 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 drive revenue growth by developing customer relationships, lowering costs, and increasing productivity.

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

An example of strategic goals in the Clients block:

• Offer high quality and low cost products and services in a timely manner
• Increasing the customer base

To achieve the strategic goal specified in the Clients 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, materials by suppliers
• Reduced production costs
• Improving the efficiency of technological processes
• Improving production quality
• Timely delivery to customers

To implement all of these strategic goals in the "Finance", "Clients", "Business Processes" blocks, constant training of the company's employees is required. A high level of competence is required to implement the strategic goals. The ability to manage the quality and delivery process is essential to maintain a customer base. Customer acquisition is built on the ability to communicate and negotiate, the ability to know and understand the customer environment, customer needs, formulate a value proposition and successfully complete a transaction requires skills that need to be trained.

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

The technology of setting strategic goals is considered at seminars:

Budgeting and financial planning

Strategy management. Improving business efficiency

Related articles:

Balanced Scorecard

Main business processes

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Goal tree building rules

If the goal-setting of a system is defined as a combination of the goals of the 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). Determination of such dependence is the basis for identifying the patterns of structural formation of a particular system and describing it by formal methods of system analysis.

The description of the system in the form of the structure of goals, their connections and relationships underlies the systemic 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.

Organization as a mixed system refers to a multi-purpose system. One of the possible models of the goals of the system is shown in table. 1.3. The purpose of this table is to demonstrate the position according to which the content of the goals of the system changes depending on what becomes the object and the subject of goal setting. Another task is to show where the goals can be directed.

Table 1.3 Target composition model

The content of the table shows 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 represented by competitors and consumers of the product (service) forces it to respond to their requests by methods of operational management. If the subjects of management set themselves 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 itself and the subject of goal setting. For example, the goal of "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 employees.

2.3. Building a "goal tree"

There are no universal rules for setting goals. The main requirements for the formulation of goals are that they must be specific, precise, complete and consistent.

The specificity of the goals is ensured by the subject orientation, targeting and temporal certainty (the beginning, the end and the order of achieving the goals are set), for example, the growth of labor productivity in the technology of packaging goods by 6% within two years.

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

Objectives should be viewed in conjunction with related objectives to ensure consistency and consistency in an effort to rationally allocate available resources. An example of this kind: an increase in labor productivity by 6% within 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 the existing economic, legal, social, psychological and other obstacles. Let's continue the example: an increase in labor productivity by 6% within two years should be accompanied by a bank loan and insurance for leasing new equipment, as well as advanced training of packaging 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, 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 possibility of adjusting them due to changes occurring in the internal and external environment of the system, for example, in ensuring an increase in labor productivity by 6% within two years of implementing a business plan for modernizing packaging production, providing for the purchase of equipment that can be used universally.

Considering the goal as an integral object, it is important to establish its structure, the graphic 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 before him.

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

The procedure for developing a "tree of goals" is a lengthy process with various clarifications and agreements, and the choice of the procedure itself depends on the specialist solving the problem.

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

Observing the principle "from the general to the particular" - carry out the reduction (division) of the goal into parts (subgoals).

The hierarchy of goals is ensured by the fact that the goals of the lower level follow from the higher goals and are subordinate to them, i.e. the means to achieve the 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 scale of measurements for each level of the hierarchy.

The goals presented at the levels of the hierarchy should 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 “tree of goals” is completed at the level of decomposition at which it is possible to develop alternative ways of achieving the goal.

2.4. Strategic goal system

Igor Ansoff, considering the distinctive features of the strategy, gives the following definition of it and its reference point (vision): "A reference point is the goal that the firm seeks to achieve, and the strategy is a means to an end."

But it is known from systems theory that, to paraphrase the definition, the means to an end is a system. Hence 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 corporate goals, proposed three types that are not related to each other by a hierarchy: goals-tasks, goals-orientations and goals of the system. The objectives-tasks were supposed to reflect the external purpose of the organization (the terminology of strategic management in this case corresponds more to the "mission outside"). Goals-orientations correspond to the general interests of employees and can be realized through the organization (mission directed inward). The goals of the system are designed to fulfill the structure's need for balance, stability, integrity (more precisely, the goals of ensuring the consistency of the organization, which is characterized, first of all, by the structure - a set of connections between parts of the system), etc.

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

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

Any activity is purposeful. As a rule, the organization has several types of activity, therefore the goal may not be one. In addition, the difference in goals leads to different definitions of the same phenomena (definitions here mean the language model of a system). The aforementioned 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, in general form 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 desirable state of the environment, which 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 elements of the environment, the use of the properties of which makes it possible to achieve the goal. Such a "shadow" of a goal on the environment is a means to an end - a system (a set of interrelated elements, isolated from the environment and interacting with it as a whole).

Reasoning in a similar way and proceeding from the previously given definitions, it is possible to build several subsystems, in different description languages, that characterize the considered goal. 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. Goal system structure

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

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

Strategy is a system for achieving the goal of an organization.

The orientation of the strategy is determined by the mission, which is addressed to the environment external to the organization and to the inside of the organization: to the social structure and to the structure that ensures the maintenance of the system properties of the organization.

The strategy lies in the same plane with the operational management of the organization, which consists of elements of the external environment and is poorly structured.

The goal of an 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 the goals may differ:

By the time of achievement and orientation;

By the subjects of goal-setting and by orientation in space;

In terms of objectivity, they can be both objective, similar to the properties of any system, and subjective, like the image to which the organization strives.

The degree of goal achievement 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 goal traits are called SMART traits. SMART is an abbreviation of the following five words and concepts.

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

2. Measurable - to quantify everything that is possible, primarily subjective expectations, fixing what the result can be if the goal is achieved.

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

4. Related - correlate with the strategy, economic goals of the organization, the interests of the performer.

5. Time-bound - allow the definition on the time scale by the timing of the goal.

4.2 Solving company problems

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

Toyota believes that you cannot solve problems until you acknowledge that they exist. There is the presumption of imperfection here. The ideal is great, but small changes for the better are much more real, it is easier for a person to set a local goal for himself. Not 15% by the end of the quarter, but 1% by the end of the month. The tricky part is bringing conversations to life, integrating the presumption of imperfection into thinking and acting.

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

“First of all, of course, we must produce two thousand cars a day. Therefore, we do not vote on the assembly of every car, says Gritton. - You can't stop and change the process every few minutes. Secondly, the basic rule applies: constantly striving for perfection is not a question of character, national culture or willpower. It rather resembles a kind of conveyor belt.

New hires first need to understand the company's standards, learn about operations, and only then offer something new. If you do not fully understand the nature of the job, how can you know that your proposal is useful?

4.2 Toyota Goals and Perspectives

First of all, Toyota showed the world how to make cars: few people had heard of the Toyota Production System (TPS) technological system before it, and in particular its most important element - the "just in time" system - were described in published in 1991 book "The Machine That Changed the World".

The key tenet of TPS is to eliminate waste of resources and maintain consistent high quality through continuous improvement. Just-in-time is only part of an overarching program to eliminate unnecessary work and waste of resources. The TPS system was then implemented in many other industries worldwide.

While American and European auto companies improved their models, buyers quickly realized the advantage of reliable Japanese cars and preferred them. When America and Europe imposed trade barriers in response to the proliferation of Japanese vehicles, Japanese companies began building factories in European and American territory. Although Toyota has been slower to expand in the global marketplace than Nissan or Honda, its sophisticated production management method has given it a significant edge when it enters the global market.

Many organizations have tried to learn and apply the methods that Toyota has turned into routine, science, way of thinking and being. These companies include GM, Ford and Chrysler.

After that, the entire Big Three began to modernize their production: over the past ten years, GM and Crysler have reduced the car assembly time by 30%. But they still lag far behind Toyota. Nowhere is this more clearly understood 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 upheaval has taken place and changes are in full swing. "

What happens every day at Toyota can be taught and learned. But this is not a goal, for a goal presupposes a finish point, and here it is not. 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 it is impossible to lose interest in your future.

At Toyota, getting the job done and improving the quality of your work becomes one.

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

The company's mission is to meet the needs of consumers by removing three major barriers to improved production efficiency: waste, deviation from the standard and lack of flexibility.

Taichi Ono, founder of Slim Manufacturing and Executive Vice President of Toyota Motor since 1975, formulated the core principles of the Toyota Manufacturing System that it has underpinned to this day.

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

2. If an error appears, you should immediately find its cause, eliminate it and prevent its occurrence in the future. Goal: no mistakes.

3. All employees and suppliers must continually improve product quality and improve the manufacturing process. sixteen

The leadership of Japanese companies focuses on the creation of global production systems, which are considered to be more stable than in individual countries, and less prone to political and economic disasters that may arise in a particular country. It is envisaged to reduce suppliers, focus on those of them 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 better use competitive levers. The goal is to establish a worldwide just-in-time delivery system that has proven its effectiveness in Japan, but it will be a new, higher and more complex level.

Conclusion

An important task of management 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.

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

Toyota's success lies in its superior production management and quality product development, allowing it to offer customers 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 is very successful in using components and assemblies from old ones in new models.

Toyota Motor Company’s Taichi Ohno’s just-in-time manufacturing system is about eliminating non-profit activities and moving to lean manufacturing that is flexible enough to accommodate a variety of customer requirements.

One of the principles of Japanese management is total quality control (TQC), applying which, at first, the emphasis was placed on the management of the quality assurance process. Subsequently, it developed into a system covering all aspects of management.

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

Employees must understand the Toyota way of thinking and how they work, and then engage in continuous self-improvement and management.

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Annex 1

Organizational strategic planning process

Appendix 1.2

Types of value orientations of the organization

Value orientations	Common 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; no conflict.	Social responsibility in relation to profit; indirect competition; favorable atmosphere in the organization.
Aesthetic	Artistic harmony; composition, shape and symmetry.	Product design, quality and attractiveness (even at the expense of profit)
Religious	Concord in the universe.	Ethics; moral problems.

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Targeted comprehensive programs (TsKP) are developed with the aim of achieving socio-economic goals based on increasing the efficiency of social production at the expense of the budget of Ukraine.

The development of the program involves the definition of the list and content of activities, their mutual agreement on the timing of implementation, the allocation of resources. The measures cover, as a rule, not only directly the sphere of production, which is assumed by the program, the development of technology, but also related branches of production of objects and instruments of labor necessary for the release of software products, as well as the related sphere of production and non-production consumption of the target product. For each program, the list of such activities is specific and depends on the content of the programs, timing of implementation, and the level of programming.

The formation of a list of problems for which targeted comprehensive programs should be developed is preceded by the identification of priority areas for the development of the national economy and social sphere, which require a programmatic solution. The Verkhovna Rada of Ukraine adopted the following priority directions: human health, environmental protection, food, high technology, resource conservation, informatics, automation and instrument making, new substances and materials, national and cultural revival.

In these areas, taking into account the criterion of relevance by the method of expert assessments, a list of programs is determined. The list of state programs is formed by the Academy of Sciences of Ukraine with the participation of interested ministries, departments, research institutions. This list is considered by the Cabinet of Ministers of Ukraine, which makes the appropriate changes and submits it to the Verkhovna Rada of Ukraine, which makes the final decision.

According to the established list of problems, a competition is opened for the development of specific target programs. Participants in the competition must develop proposals for creating a program: a concept, structure, clearly formulate the ultimate goal of the program, determine a list of projects (activities) that will be implemented within the framework of the program.

The winner of the competition determines the main organization, terms, volumes and mechanisms of financing the program, the form of implementation of tasks, control over their implementation.

A typical list of indicators for socio-economic development programs:

o production of the most important types of products for the needs of the program;

o capital investment limits and volumes of construction and installation work for the implementation of the program;

o state order for the production (supply) of products, works and services required for the implementation of the program;

o state order for the commissioning of production facilities and fixed assets;

o list of the most important construction projects;

o. expenses of the consolidated state budget for the implementation of the target program;

o costs of foreign exchange resources;

o a list of the most important events in the field of foreign economic relations.

The development of state complex economic programs is based on the use of the program-target method of system-structural analysis with the construction of a hierarchical model of the "tree of goals" type, in which the goals are coordinated with the means of achieving them.

Algorithm for developing programs

The development of the program takes place in the following sequence:

1. A list of the most important problems is being formed. A specific problem is highlighted and a task is determined for developing a program for its (problem) solution, which determines: the goal of the program, resource limits, participants in the implementation of the program and other necessary information.

2. The quantitative parameters characterizing the goals of the program are specified and the tasks of its implementation are determined for individual periods. The overall goal of the program is usually divided into components, forming an ordered hierarchy of tasks that reflect the internal structure of both the problem and the program.

3. A list of tasks and a set of measures for the implementation of the program are being formed. The list of the main tasks of the program is established based on the constructed hierarchy of goals. For each task, sequential stages of their implementation are developed.

4. The main indicators and resource provision of the program are calculated. The assessment of new costs of resources and capital investments for the implementation of the program is carried out. Lists of material resources are formed with the indication of suppliers and recipients, the economic effect is determined.

5. Execution of program documents, coordination and approval of the program is carried out.

Formation of the program involves the definition of the main goal with its subsequent distribution of a hierarchical set of specific goals. The overall goal of the program is divided into functional and objective goals, which in turn are divided into a set of local (private) tasks, called "goal tree". Build procedure "goal tree" is heuristic, that is, it is based on expert judgment and includes the following stages:

o building a functional "goal tree";

o formation of a complex of cylersalizing systems;

o development of target standards;

o ranking goals.

The resource justification of the program involves the determination of the costs for the implementation of each of the activities of the program and for the program as a whole. This section of the program displays the need for capital investments, the required basic types of material resources, the need for labor, financial resources, including foreign currency.

Methods for the development and justification of various options for the ICU

o economic analysis of the development of individual complexes and sectors of the economy, meeting the needs of the national economy and the population in final products, comparing alternative options;

o structural analysis, that is, methods of forming structural and technological options for meeting the needs of the national economy in the products of a certain complex and production;

o balance methods (normative and statistical), link the final, indicators for the main intermediate and resource indicators;

o factor substantiation of the level and main indicators of development (production function, production and distribution of products). The analysis of public spending programs is carried out according to the following

stages:

1) determination of needs, sources of demand for a particular state program;

2) determination of market insolvency in solving certain problems and identifying the subject of the program;

3) identifying an alternative program that can be used to solve specific problems, and the conclusion about the importance of the characteristics of the program in predicting its consequences;

4) identification of the effectiveness of the consequences of the alternative program;

5) identification of the distribution consequences of the alternative program;

6) identification of the relationship of equality and efficiency;

7) identification of the limits at which alternative programs achieve public policy objectives;

8) determining the influence of the political process on the development and implementation of government programs.

In Western democracies, governments are responsible for meeting the vital needs of the individual. In the United States, this policy dates back to the time of F. Roosevelt. In 1964 President L. Joison announced the program "wars on poverty". He believed that the responsibility of the state is not only to care for the poor, but to eliminate the root causes of poverty. Government welfare programs are currently being developed in the United States. Some of them guarantee cash payments (Program of Assistance to Families with Dependent Children, Program of Supplemental Income, etc.). The second type provides targeted assistance (Medicaid provides free health care to low-income citizens; housing and electricity programs provide subsidies to meet housing and electricity needs, that is, in-kind assistance).

The choice of options for activities should be carried out by comparing the effectiveness of the program and the cost of its implementation. The optimal program will be the one that will provide a high socio-economic effect.

The process of public administration begins with the development of the goal of influence, the goal of assuming that determines its initial operations, the complexity of which decreases as the goals of influence are clarified. Goal of management- this is the desired, possible and necessary state of the controlled system (object) of public education. The public administration process is aimed at achieving this state. Based on this, it is possible to formulate the requirements for it. The goal should be:

• · Defined, clear, meaningful and achievable;
• · Scientifically grounded and specifically express the requirements of the development of the object;
• · The content of the main goal of management should be of a higher order. So, for example, the goal of managing a municipal formation must correspond to the general goal of the development of society and the state.

The issue of goal-setting in public administration is one of the most urgent. The goals reflect the needs of the development of society as a whole, as well as a specific object of management. This is the ideal, the logically grounded structure (image) that needs to be created, implemented.

In the system of public administration, specific goals and objectives of the global order can be distinguished, which should not contradict universal human values ​​(freedom, democracy, social justice, etc.). The goals of governance determine the essence of management decisions: the choice of actions by which the goals should be achieved.

The goals of public administration must be recognized, attractive, popular, supported by citizens and, at the same time, real. In order for all goals to be supported, based on the capabilities and power of management, they must be translated into a strict and clear language of governing influences. Not goals in general, but goals achievable at a specified time, in an exact amount and using certain resources, goals that are specific, clearly communicated to a separate team, group, person and, at the same time, coordinated with each other in such a way that one goal does not contradict the other, on the contrary, contributed to its implementation.

Currently, most of the citizens of our country are not satisfied with the needs of the lowest level, people want to realize themselves as much as possible. Therefore, when making management decisions, it is necessary to take this into account. The Constitution of the Republic of Belarus also aims at this, in which a person is proclaimed the highest value, and the observance of his rights and interests is the duty of the state.

Goal-setting in public administration in the near future should be determined only in the context of the quality of life: strengthening the legal and social order, meeting the most important material and spiritual needs of citizens, the people's right to a dignified human existence.

The transition to genuine democracy presupposes, first of all, a change in the technology of defining the goals of public administration. The basic principles of goal-setting in a democratic state are openness, transparency and publicity.

The very essence of management requires a well-established goal-setting mechanism. The people, the ruling elite, the head of state can be the subject of the formation of the goals of public administration. In a democratic state, the people are the subject of the formation of the goals of public administration. In other words, public administration is based on a hierarchy, subordination of goals.

The whole history of mankind testifies that the formation of the goals of public administration is an extremely difficult matter. This process is inexorably dominated by three negative factors: subjectivity; a large number of goals, their variability and inconsistency; uncertainty in the development and functioning of the state organism, its individual parts, which is transferred to the sphere of government and permeates it (incomplete certainty of the external environment and internal properties of the state results in incomplete certainty of the goals of state administration).

To form the structure of the goals of public administration, the technique, which has received the name tree of goals in the scientific literature, allows the interconnection of many goals and sub-goals of different content (political, economic, social, spiritual, etc.), their consistency to obtain a given result.

Goal tree forms a system, each structural element of which occupies a certain place and plays a certain role in achieving the main goal. A tree of goals is formed from general to specific. The trunk is the strategic goals-tasks related to the quality of life of society, its preservation and development. Strategic goals are deployed into operational, operational - into tactical. Thus, there is a goal-setting, goal-setting, and goal-setting of public administration.

Goal tree- this is an image that allows you to compare the system of goals of public administration with a tree that goes "roots" (means of communication) into the "soil" (society) that feeds it. If the nutrient medium is not able to provide the vital activity of the tree of goals, then it dies, no matter how wonderful the proposed ideas are.

When forming a tree of goals, the subject of management must have complete information about the state of society, its problems, pain points, resources for achieving goals, etc. In addition, when structuring the system of goals, it should be borne in mind that each previous goal should determine the next one, as well as develop and complement the main goal.

It is also important to determine the hierarchy of public administration goals, built on the principle of priority of the needs and interests of the development of society, although the construction of an absolute hierarchy is problematic, as is the knowledge of absolute truth. These are always only subjective assessments that seem optimal in the specific conditions of the system's functioning, which can approach the really optimal ones as we study the life of society. If the priorities are defined incorrectly, then this is often revealed after the negative consequences have appeared, which are inevitable in this case.

Sometimes it is important to determine the hierarchy of unattainable goals - this can serve as an indicator (provide information) of the quality of the macrosystem of management in the entire totality of relations with society, as a controlled macrosystem, adjust the relationship between the authorities and public institutions, citizens.

The main goals of public administration are specified in the goals-assignments for each state body. Civil servants must be able to link basic, universally valid goals and objectives with the specific goals set for the organization.

There are three types of goals in government organizations: goals-tasks, goals-orientations and goals of self-preservation.

1. Objectives-tasks state organizations are set as a superior subject of management - these are the actual management goals, i.e. the goals of managing the social system, content-oriented and subordinate to the achievement of its main goal. They are, as a rule, enshrined in regulatory documents: regulations, charters, regulations, which reflect the purpose of a given organizational structure, its place and role in the management system, i.e. what it was created for.

It is very important that the objectives-tasks are clearly formulated, for example, social objectives (support for the poor, etc.) are too general. For the activities of the body to be effective, more specific goals and objectives for the governing body and its team are needed, since everyone works better if they clearly understand what is expected of him. The goal determines the behavior, and the purposeful activity is the mechanism that ensures the work of the governing body.

When fulfilling the goal-assignment, various problems may arise: inadequate perception of them by the governing body; possible discrepancy between the content of the formulated tasks and the expectations of the organization's team; the contradiction between the high pathos of the tasks and the low resource level of their provision.

2. Goal-orientations reflect the common interests of the members of the collective of the public administration body and should not contradict social goals-tasks. The ideal is such a model of team orientation, when inaction is perceived by civil servants themselves as inconsistency with their position, and refusal to accept a statement, for example, on the fact of abuse of office, generates a negative attitude in the team, both to the very fact of refusal and to the fact of abuse.

Indirectly, the nature of goals-orientations can be determined by analyzing motivations. For example, if an increase in wages significantly reduces staff turnover (while all other conditions are practically unchanged), then this suggests that the goals-orientations of team members are primarily determined by the amount of remuneration. In other situations, the nature of work, the possibility of promotion, working hours and other factors may be dominant.

3. The goals of self-preservation of the organizational structure of management reflect its desire to preserve its integrity and stability, balance in interaction with the environment.

Sustainability is a constant goal and condition for the organization's self-preservation. This is, first of all, about overcoming staff turnover, reducing the number of reorganizations, and reducing conflicts. However, in this case, there is a danger that the staff of the organization will cease to adequately respond to changes in the external environment, will resist changes.

In addition, the very process of achieving sustainability threatens to turn it into an end in itself. If this happens, then the organization begins to create services, departments, positions, intended mainly for the maintenance and preservation of the system, as a rule, with control powers. Not directly involved in the implementation of the goals-tasks, such services need increased self-affirmation, which is manifested in the desire to expand their powers of power, to control not only the result, but the very process of activities of those units that fulfill the goals-assignments. As a result, a situation may arise when, for example, a decision can be made by an employee of the control unit, and the employee carrying out operational and managerial activities, or the head of control, can be held liable. Thus, each governing body should be focused not only on achieving goals set from above, but also on performing internal tasks.

This circumstance should not be ignored by the subject of management, and therefore, when setting goals for assignments, the goals and orientations of the organization can and should be taken into account. Otherwise, we will seek and fail to find an answer to the truly insoluble question: "Who is to blame for the failure of the public administration system to fulfill its social purpose?"

So, the goals should be: ambitious, but really achievable; understandable and understandable in its entirety by the employees of the managing and controlled organizations; coordinated in their entirety.

Governance objectives can be classified horizontally and vertically. The horizontal cut is represented by a chain of the main types of goals of public administration: socio-political - social - spiritual - economic - organizational - activity-praxeological - informational - explanatory.

For social and political purposes, a strategy for the development of society for the long term is expressed. And the highest value and goal of society and the state proclaims a person, his rights, freedoms and guarantees of their implementation. Social goals are determined by socio-political goals.

The goals in the spiritual sphere are to create conditions for the formation of a highly moral, spiritually rich personality, In addition, they are aimed at realizing the spiritual potential of citizens for the implementation of socio-political and social goals.

The goals of public administration in the economic sphere are to define a long-term strategy for economic development, to create optimal conditions for its implementation.

Organizational goals are aimed at creating an optimal, efficiently operating organizational structure of public administration.

Information goals are aimed at establishing direct and feedback links between the object and the subject of management in order to obtain information about the reaction of the object to the adopted management decisions and, if necessary, to correct the control action.

Educational purposes play an important role in public administration. Citizens of the state must clearly represent the tasks that the state solves, have reasoned information about the processes taking place in society, about the reasons for decisions of the authorities, including unpopular ones.

The presented horizontal cut of the goals does not give a complete picture of their subordination. The vertical slice arranges goals according to their importance: strategic, operational, tactical. Strategic goals are long-term goals that determine the main directions of the development of society for the long term. Operational goals are put forward at a certain time interval, taking into account the emerging socio-political and economic situation. Tactical goals determine specific actions to achieve strategic ones, therefore they are also called providing.

The goals of public administration can be classified according to other criteria. For example, in terms of volume, they can be: general, covering the entire complex of public administration; private, covering individual subsystems.

Based on the results: - final and intermediate goals.

In terms of time, there are: long-term goals (strategic) (over 5 years); medium-term goals (for 5 years); short-term goals (tactical) (a year or less).

In relation to the main goals, secondary (secondary) goals may arise that are not directly related to the implementation of strategic goals.

The concept of a "tree of goals" was first proposed by C. Churchman and R. Ackoff in 1957 and is an ordering tool (similar to the organizational chart of a company) used to form elements of a general target program for the development of a company (main or general goals) and correlate with specific goals different levels and areas of activity. The novelty of the method proposed by Ch. Churchman and R. Ackoff was that they attempted to impart quantitative weights and coefficients to various functional subsystems in order to identify which of the possible combinations provide the best return.

Over the past almost half a century of its existence, the method has won the recognition of specialists - managers around the world. It has become an indispensable tool for strategic and operational planning. Not a single management course of any self-respecting Western school is complete without studying the “goal tree” method and its more mobile “brother” - the “decision tree”.