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What scheme is built a tree of goals. Tree Tree: Benefits and Building

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Federal State Budgetary Educational Institution

higher professional education

"Velikoluksky State Academy

physical culture and sports "

Department of Humanitarian and Socio-Economic Disciplines

Course work

Tree of goals in the organization

Prepared a student 28 groups

socially humanitarian

faculty

Nikulina Irina Vasilyevna

Checked

n.E.P. Stepanov A.A.

Great Luki, 2015

Introduction

1.1 The concept of "goal"

2.1 Requirements for the construction of the Tree Tree

2.3 Building a Tree of Organization Tree on Apple Example

Conclusion

Bibliography

Applications

Introduction

The goal is the desired state of the system or the result of its activities achievable within a certain time interval. In order to find a reflection of the development prospect of the system. The objectives of the activities of socio-economic systems are largely determined by the conditions of the external environment.

The process of forming goals is a very important factor towards success. The target principle arises by no means because she needs to have landmarks not to die in a changing environment. First of all, the target arises because the organization is the association of people pursuing certain goals.

In the organizational management system with the hierarchical structure of the target, the subsystems of different levels are investigated and formed in accordance with the functions performed. At the same time, the set of objectives of the subsystems of one level should ensure the fulfillment of the target of the higher-level subsystem, which they are subordinated. A combination of consistently crushing goals in accordance with the decrease in the subsystems is called tree of goals. Thus, the objectives of individual subsystems are linked in the tree of the object of the target, which is a visual graphic model of the hierarchical relationship between the objectives of the system as a whole and its individual subsystems.

To organize the process of forming goals is a very important factor in the way to success. The target start in the organization's activities arises by no means because she needs to have landmarks not to die in a changing environment. First of all, the target start in the activities of the organization arises because the organization is the association of people pursuing certain goals. When we are talking about the target start in the behavior of the organization and, accordingly, about the target start in the management of the organization, then usually talk about two components: missions and purposes. The establishment of the other, as well as the development of a behavior strategy that ensures the mission and achieving the organization of its goals is one of the main tasks of the highest management and, accordingly, constitutes a very important part of the strategic management. The purpose of the system is one of the most important, complex and difficult issues. Its importance is not in doubt - the wrong or not enough definition of the goal leads to very serious consequences for the system as a whole, it is circumscribed on the "blind" wandering in a dynamically changing environmental conditions.

Any management system by definition is a targeted system that has a hierarchical structure and organized to achieve goals called the goals of the control system.

One of the methods used to improve the organization of the organization - "Tree Tree", it is it that is subject to consideration in this work.

The purpose of my course work is to explore the concept and construction of the Tree Tree.

To achieve the goal, it is necessary to solve the following tasks:

1. Reveal the purpose of the target

2. Reveal the concept of "Tree of Goals" organization

3. Consider the process of building a tree of targets.

The object of study of the course work is the method of "Target tree".

The subject of the research is the construction of the "Tree Tree".

The theoretical basis for the performance of work was the study allowers for the study of management systems.

Chapter 1. The concept of "Tree of Goals" and the theory of the method

1.1 The concept of "goal"

The tree of goals is a concept rather common among managers and owners of their business. This is one of the most effective planning methods. It does not represent anything supernatural, and is a reflection of all the general principles of planning.

The idea of \u200b\u200bthe method of the Tree for the first time was proposed by American researchers Ch. Cherchmen and R. Akoff in 1957. The scheme has received its name due to the similarity with an inverted tree.

The concept of "Tree Tree" is an arranged tool (similar to the company's organizational scheme) used to form elements of the general target program for the development of the company (main or general purposes) and correlation with the specific goals of various levels and areas of activity.

The novelty of the method proposed by Ch. Cherchmen and R. Akoff was that they were attempted to give the various functional subsystems quantitative weights and coefficients to identify which of possible combinations provide the best return.

The term "tree" implies the use of a hierarchical structure obtained by dividing the total target on the scene, and, in turn, into more detailed components that can be called under the underfloor levels or, starting from some levels - functions.

As a rule, the term "tree of targets" is used for hierarchical structures that have a relation of strictly tree-like order, but the method itself is sometimes used in the case of the "weak" hierarchy.

This method is widely used to predict possible directions for the development of science, technology and technologies.

Thus, the so-called tree of targets, closely deprivates the promising goals and specific tasks at each level of the hierarchy. At the same time, the target of the highest order corresponds to the top of the tree, and below in several tiers are located local targets (tasks), with which the top-level goals are achieved.

The concept of "goal" and related concepts of feasibility, purposefulness underlie the development of the system.

The process of targeting and the corresponding process of substantiation of goals in organizational systems is very complex. Throughout the period of development of philosophy and the theory of knowledge, the development of ideas about the goal took place. Analysis of the definitions of the target and related concept shows that depending on the stage of the object of the object, the system analysis stage, the concept of "goal" invest various shades - from ideal aspirations (purposes, the achievement of which is impossible, but to which can be continuously approaching), Specific goals - end results achievable within a certain time interval.

In some definitions, the goal is to be transformed, taking various shades within the conditional "scale" - from ideal aspiration to the material embodiment, the final result of the activity.

Along with the above definition, the goal is called "what she strives what worships and what a person fights for what" ("fights" means achievability at a certain time interval); Under the purpose of the "model of the desired future" (at the same time, the concept of "model" can invest various shades of realizability) and, in addition, the concept characterizes the target of the target ("a dream is a target not provided with the means of achieving it."

The contradiction concluded in the concept of "goal", the need to be a motivation to action, "ahead of reflection" or "ahead of the idea", and at the same time the material embodiment of this idea, i.e. Being achievable, - manifested from the moment of the occurrence of this concept: So, the ancient Indian "goal" meant at the same time "motive", "reason", "desire", "goal" and even - "way".

In Russian, there was no term "goal" at all. This term is borrowed from German and matters close to the concept of "target", "Finish", "point of hit".

Dialectic and materialistic understanding of the goal is very important when organizing the process of collective decision-making in management systems. In real situations, it is necessary to negotiate, and what's the point at this stage of consideration of the system uses the concept of "purpose", which is more reflected in its wording - ideal aspirations that will help the team of decision makers (LPR), see prospects, or real opportunities Providing the timeliness of the completion of the next stage on the way to the desired future.

The goal is the main results to which the enterprise seeks in its activities for a long time. Which is how correctly the target is chosen and how clearly it is clearly formulated, the success of the enterprise depends. An ill-conceived and fuzzy target formulation leads to the fact that the entire control system is inefficient. Consequently, in modern management without a clear definition of the goal, without identifying the relationship, means of achieving goals, evaluating the effectiveness and ways to achieve goals, it is impossible to solve the problem of efficient enterprise management.

In the enterprise management system, a number of important functions are performed:

? First, the goals reflect the philosophy of the enterprise, the concept of its activities and development. And since the activities underlie the general and managerial structure, it is the purpose that the nature and features of the enterprise are ultimately determined;

? Secondly, the goals reduce the uncertainty of the current activities of both the enterprises and a separate person, becoming guidelines in the outside world, help to adapt and concentrate on achieving the desired results;

? Thirdly, the objectives are the basis of the criteria for the allocation of problems, decision-making, control and evaluation of the results aimed at their implementation, as well as the material and moral promotion of the most distinguished staff.

When formulating the goal, it is necessary to focus on its relevance and significance.

The relevance of the goal is checked as often as possible as the main factors and conditions of the external and internal environment change. Consequently, goals and their priorities are not constant, they can be revised, refined if the goal is considered to be achieved, or turned out to be unfulfilled or unreal.

The goals that the organization sets in front of them can be classified according to the following features:

1. According to sources of appearance:

* Certain environmental needs, in which this organization is functioning;

* arising from the need to meet the needs of the participants of the organization;

2. From the point of view of complexity:

* simple;

* complicated, which are decomposed on the scene;

3. According to the degree of importance:

* strategic, which are put to solve promising large-scale problems;

* Tactical, which are developed to achieve strategic goals;

4. By the time required to implement them:

* long-term (over 5 years);

* Medium-term (from year to 5 years);

* short-term (up to one year);

* technological, which are set for computerization organization and ensure its new technologies;

* Economic necessary to achieve financial sustainability;

* Marketing, which are developed for the formation of a new product and access to a new market, etc.;

6. From the point of view of priority:

* necessary, which ensure the functioning of the organization;

* desirable, the achievement of which will be favorable on the organization;

* possible, which will not affect the existence and development of the organization at present;

7. In the direction:

* on the final result, such as the issue of goods or the provision of a particular service;

* implementation of a particular activity, for example, improving work conditions in production;

* Achieve a certain state of the management facility, such as advanced training or acquisition by a new profession employee;

8. At the form of an expression:

* pronounced in quantitative indicators;

* described with high-quality characteristics;

9. From the point of view of the features of the interaction:

* Indifferent - goals, indifferent in relation to each other;

* competing;

* Communicative - goals that complement each other;

* Antagonistic - goals that exclude each other;

* identical, i.e. coinciding;

10. In terms of occurrence:

* Mission (serves as a basis for all the further goals of the organization. It includes the philosophy of the organization, its value, description of the services provided by the organization or manufactured goods, the characteristics of its market, the external image of the company (image). Briefly and correctly formulated the organization's mission will create an understanding and Support for the actions of the organization by its environment, to help workers focus on the selected areas of activity and combine their actions);

* General, which are developed for the long term and reflect the main activities of the organization. For example, the development of new directions of the organization's activities, ensuring optimal profitability;

* Specific, which are developed on the basis of common goals in each subdivision. For example, the definition of profitability for each separate unit.

Thus, any activity in the management system is justified if the following requirements are taken into account: concreteness, measurement, reality, flexibility, compatibility, interconnection.

First, the goal should be concrete, i.e. It is expressed not only by high-quality, but also quantitative indicators.

Secondly, the goal should be real, achievable in these conditions.

Thirdly, the goal should be a flexible capable of transformation and adjustment in accordance with the replacement conditions of the enterprise.

Fourth, the goal is achieved as a result of joint activities of all personnel, as it has a significant impact on the motivation of workers who want to achieve the purpose of the goal established for the enterprise. If the goal is not achievable, the desire of workers to success will be blocked and their motivation will weaken, because In everyday life, it is customary to associate remuneration and promotion in service with the achievement of the goal of the enterprise.

Fifth, goals should be compatible with each other in time and space and not orient personnel to actions contrary to each other.

Sixth, the goal should be measured. From the point of view of the measurement of the target, it is important to know:

? what to measure;

? how to measure;

? specific measurement functions;

? What are the costs of measurement;

? provision of a methodological and information database;

? Selection of finite criteria (indicators) for measurement.

1.2 Disclosure of the concept of "Tree of Goals" Organization and its role in management

The number and diversity of the goals and objectives of the management is so great that without an integrated, systemic campaign to determine their composition can not do any organization regardless of its size, specialization, species, form of ownership. As a convenient and tested tool practice, you can use the construction of the target model in the form of a tree column - a tree of targets.

The tree of goals is a structured, built according to the hierarchical principle (distributed over levels, ranked) the set of goals of the economic system, the program, the plan in which the General purpose is allocated ("Tree Trees"); Subordinates of the first, second and subsequent levels ("tree branches").

The concept of the "Tree Tree" was first suggested by Ch. Cherchmen and R. Akoff in 1957. It allows a person to put on their own plans, see its goals in the group. Regardless of whether they are personal or professional.

By means of a tree of purposes, their ordered hierarchy is described, for which a consistent decomposition of the main goal is carried out on the following rules:

- a common goal that is at the top of the graph must contain a description of the final result;

- when deploying a common goal, it comes from the fact that the implementation of the contributions of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level;

- in the formulation of the objectives of different levels, it is necessary to describe the desired results, but not ways to obtain;

- the scene of each level should be independent of each other and unweigh each other;

- The foundation of the Tree Tree should be tasks that are the wording of work that can be performed in a certain way and in advance deadlines.

The use of the "Tree of Goals" method is made in conjunction with expert procedures. The location of a number of expert probabilities and estimates may take a variety of mathematical models and estimates obtained on the basis of formalized methods of analysis.

First, the common goals are reduced to private, streamlined in the form of a tree of purposes. The splitting is carried out to targets that are quantifiable or qualitative assessment. As a result, a system of private evaluation criteria is formed. In turn, private criteria are collapsed into the aggregates to obtain estimates of more common goals and are ordered as a tree of indicators. As a result, the tree of verbally specified goals is projected into some evaluation indicators.

The construction of a tree is "top down", from common goals for private, by their disaggregation, decomposition and reduction. So, the achievement of the main goal is ensured by the implementation of the first level objectives.

In turn, each of these goals can be decomposed on the purpose of the next, lower level. Different bases may be based on decomposition, for example, by areas of activity, and inside the areas - according to subsections, according to elements of an organized structure, according to the regional structure of the system, etc.

The representation of the main goal in the form of a tree of purposes may be incomplete, as its inherent properties may be lost. The problem of completeness in this case is solved through the qualifications of an expert who form a full description, and the use of more complex structures, for example, by turning the tree of targets in a more general graph.

Objectives are fined by estimates - and on the contrary, the estimated indicators are determined by the target constructions. Construction of private criteria for achieving the goal implies the possibility of a number of factors in the first stage of this procedure for which a quantitative assessment of the degree of achievement of the goal will be made. Combining the sets of all private criteria will give many private criteria that assess the achievement of the original goal.

Thus, the levels of decomposition depends on the scope and complexity of the goals set, from the structure adopted in the organization, from the hierarchy of the construction of its management.

Chapter 2. Building a target model

2.1 Requirements when building a tree of targets

Methods for constructing a target model in the form of a tree graph.

So, building a tree of goals is "top down", that is, from common goals for private, by decomposition and reduction. So, the achievement of the main goal is ensured by the implementation of the first level objectives.

In turn, each of these goals can be decomposed on the purpose of the next, lower level. Different bases may be based on decomposition, for example, by areas of activity, and inside the areas - according to subsections, according to the elements of the organizational structure, according to the regional structure of the system, etc.

One of the basic principles of building a tree of targets is completeness of reduction: each goal of this level should be represented in the form of the following levels in such a way that their totality completely determined the concept of the initial goal. The exception of at least one embarrassment is deprived of completeness or changes the very concept of its original goal.

Basic requirements when building a tree of purposes are reduced to the following:

? The overall target located in the top of the graph should contain a description of the final result;

? When the purpose is deployed to the hierarchical structure of the goals, it is based on the fact that the implementation of the contributions (tasks) of each subsequent level is a necessary and sufficient condition for achieving the goal of the previous level;

? When formulating the objectives of various levels, it is necessary to describe the desired results, but not methods for their preparation;

? The scene of each level should be independent of each other and not derived from each other;

? The foundation of the Tree Tree should be tasks that are the wording of work that can be performed in a certain way and in advance set lines.

"Tree of goals" is built using the implementation of 2 operations. Decomposition is the operation of the discharge of components and structuring is the operation of allocating links between components.

The process of building a "target tree" is divided into the following steps:

* script development;

* Object formulation;

* generation of training;

* clarification of the wording of groups (inspection of independence of the scene);

* Assessment of materialities in appetles;

* verification of feasibility purposes;

* checking elementality in groups;

* Building a tree of purposes.

When building a "Tree Tree", you must be guided by the following rules:

* Each formulated goal should have funds and resources to ensure it;

* When decompositioning goals should be observed by the condition of the reduction of reduction, i.e. the number of contributions of each goal should be sufficient to achieve it;

* The decomposition of each target on the scenes is carried out according to one selected classification feature;

* The development of individual branches of the tree may end at different levels of the system;

* The vertices of the overlying level of the system are targets for the vertices of the underlying levels;

* The development of the "Tree Tree" continues until the person decisive will have all means to achieve a higher goal.

Thus, the tree of goals is a structural display of the distribution of goals by control levels. Such a tree of goals is built for each level of management, and then the tree is combined with the goals of each level in the common tree of the company's goals.

2.2 Tree of goals on the example of an organization

Fig. 1. Tree goals in the organization.

tree Management Profit

The meaning of human existence is determined by the achievement of its life goals. The same can be said about the existence of any organization, whether it is commercial, public, charitable or state. Any enterprise, association or entrepreneur pursue its own goals, which are the causes of their existence and operation. Consider various types of goals and construct a tree of goals on the example of an organization.

Mission and goal

Any enterprise has its own mission - the main task that justifies all its existence. For a charitable company, for example, assistance to cancer patients. For a commercial company - getting maximum profits. For social - achieving a socially significant task, for example, the adaptation of disabled children in modern society.

The achievement of the mission is divided into several components - "steps", goals, overcoming which allows us to close as much as possible to solve the main task.

Types of purpose

Each organization has several desires and aspirations that she would like to fulfill in the near future. Such goals may be short-term, medium-term and long-term. Usually, short-term tasks are solved for the year, medium-term - for a period from a year to five years, and long-term are set for a period of at least five years.

How are the goals?

The goals in front of the organization as a whole and before its individual divisions can be established by the center, and they can - in places, department heads (centrally and decentralized). It depends on the management system adopted at the enterprise.

Also, with a decentralized method, the installation of the goals of the event can develop in two options: from top to bottom and bottom up. At the first method, the Center establishes large tasks, and leaders in the field, to solve them, are developing their smaller goals and put them in front of the staff. In the second way, the goal is initially set in the divisions, and on the basis of their management determines the company's main tasks and the path of its development.

All goals are established on the basis of the analysis of the impact of the internal and external environment on the enterprise, on the basis of the company's main mission. Only then the specific and individual tasks are determined.

Tree of goals on the example of the organization

The model of the organization's goals is very convenient to represent in a graphical display in the form of a tree. This allows you to streamline the hierarchy of goals. There are certain principles for building this schedule.

At the top of the tree is a common goal (mission) of the company. Next, it is divided into separate subtasks, without the fulfillment of which the main mission is unattainable. At the same time, formulating the task, you need to describe the desired result, but in no case is it a way to achieve it. At one level, there should be goals that are not dependent on each other, and do not arise from each other.

Of course, a set of goals of each organization is purely individual. But, nevertheless, several areas of its activity can be distinguished, in which each company has an important interest.

* Revenues and finance.

* Sales policy.

* Personnel policy.

* Production.

The number of levels on which the main task of the organization will be dependent on the scale of the company and the complexity of the mission, as well as from the organizational structure and hierarchy in management.

Examples of specific goals of the company

Consider some examples of the organization's goals in various fields of its activities.

Marketing

* Promotion on the market.

* Expansion of product range.

Production

* Reducing costs.

* Improving production efficiency.

* Improving product competitiveness.

* Development and implementation of new technologies.

Staff

* Training.

* Optimization of frames of the enterprise.

* Stimulation system.

* Improving labor productivity.

* Effective financial management of the company.

* Improving solvency and profitability.

* Increase investment attractiveness.

Thus, the organization has great importance to the competent setting of goals. This is the starting point for planning all its activities, the tree of the goals is based on building relationships within the company, the motivation system. Only reaching the tasks, it is possible to control and evaluate the result of the work of personnel, individual units of the organization and its entire structure as a whole.

2.3 Building a tree of organization purposes on Apple's example

Consider the Tree of Apple's goals for such a product as iPhone, whose value reflects the motto "simple. Convenient. Aesthetically." As the main purpose of the tree, we define an improvement in the iPhone, taking into account the interests of potential users.

The main competitive and significant factors of this market are:

· Product value;

· Variety of functions and energy-intensive battery;

· Brand popularity;

· Technologies for connoisseurs;

· Design and size;

· Assortment (Apple was abolished).

The tree of goals will help answer the question: "What to do?". For example, to reduce the cost to simplify the interface.

What sectoral factors need to be created? What properties improve? These are the amounts of memory, design, games and entertainment. What to navigate: on the functional component or emotional?

Table with iPhone undercakes in three levels

To solve the "Last Mile", the following tasks were allocated:

1. Use Touch Screen and ensure the lack of buttons.

2. Create additional options.

3. Enlarge the screen.

The next step is to fill the "leaves" or events to achieve groups. For this, the specific timing of tasks, the required volume, resources, cost, and significant quantitative indicators are specified.

The last step is an image of a tree shape of a tree with ramifications.

Thus, for the company, the main goal of any business is to expand market borders, conquering an infinite number of customers. Apple puts in priority to improve its ruler in the interests of the consumer.

Conclusion

Thus, to achieve the goal of the organization, which is to increase profits by 30% for one year, it was decided to apply the strategy for increasing the production volume of services. This strategy is associated with minimal risk, as well as an increase in the amount of services rendered will in no way entail a decrease in the quality of services. And this is not an unimportant factor influencing the further development of the organization in the face of tough competition.

Strategic planning can be used further to improve management. To do this, it is necessary to introduce formal planning programs, increase the level of participation and commitment of the highest leadership, pay less attention to naked figures, develop better strategies, etc.

The method of "tree of purposes" is focused on obtaining a complete and relatively sustainable structure of goals, problems, directions, i.e. Such a structure that has changed little during some period of time with the inevitable changes occurring in any developing system. To achieve this, when constructing embodiments of the structure, the patterns of target formation should be taken into account and use the principles and methods for the formation of hierarchical structures of goals and functions.

As practice has shown - correctly formulated objectives of the enterprise is at least 50% of the success of its activities. After all, the goals of the enterprise determine the company's behavior strategy on the market and much more. The organization cannot function without targeted landmarks.

The target start in the organization's activities is given primarily by the fact that its activities are influenced by the interests of various groups of people. The target principle in the functioning of the organization reflects the interests of such groups or aggregate of people, such as the owners of the organization, employees of the organization, buyers, business partners, the local community and society as a whole.

Thus, the "Tree of Goals" can actually be aimed at achieving the efficiency of information support for management processes, i.e. The development process, adoption and monitoring the implementation of management decisions.

Knowing how to build a tree of goals, you can confidently look into the future and plan for what will lead something, or a different action. To achieve success, you need to be able to clearly formulate your goals. They must be specific, measurable different periods and achievable.

Managing people is important for all organizations. If the relationship between people and organizational units is not clearly defined and coordinated, the efficiency of specialization will be lost. For this, management is obliged to find an effective way to combine key variables characterizing tasks and people.

The organizational structure is one of the main elements of the organization. In essence, the management structure is an organizational form of labor separation on the adoption and implementation of management decisions.

Bibliography

1. Akoff R. Planning the future Corporation. M., 2012.

2. Barinov V.A., Kharchenko V.L. Strategic Management: Tutorial. - M.: Infra-M, 2012.

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4. Vikhansky O.S., Naumov, A.I. Management: Tutorial / O.S. Vikhansky, A.I. Naumov. - 4th ed., Pererab. m extra. - M.: Economist, 2014. - 670 p.

5. Maksimtsov M.M., Ignatieva A.V., Komarov M.A. and others. Management. Textbook. M.: Banks and stock exchanges. Uniti, 1998. - 343 p.

6. Meson M., Albert M., Hedoury F., the basics of management. - M.: Case, 2013

7. Fundamentals of management. Tutorial / Ed. A.K. Kazantseva. - M.: Infra - M, 2014. - 354 p.

8. Pereverzev M.P., Shaidenko N.A., Basovsky L.E. Management: Tutorial. - 2nd ed., Add. and recreated. / Under total. ed. prof. MP Pereverzeva. - M.: Infa-M, 2012. - 288 p.

9. Safronov N.A. Enterprise economy. Chapter 11. Organizational enterprise management structure. http://books.efaculty.kiev.ua/ekpd/11

10. Typical organizational structures of enterprises. Site "Corporate Management" http://www.cfin.ru/management/iso9000/iso9000_orgchart.shtml

11. F. Kotler, Marketing Management-C-PB, 2011

Applications

Attachment 1

Glossary

1. Autocratic leader - The leader who seeks to concentrate in his hands all the power based on remuneration and coercion, and relies on legal authority.

2. Tree Tools - structured, built on a hierarchical principle (distributed in levels, ranked) The set of goals of the economic system, program, plan, in which: General purpose ("Tree Test"); Subordinates of the first, second and subsequent levels ("tree branches).

3. Union is the principle of the organization meaning that the employee should receive powers only from one boss and respond only to him.

4. The task in management is this work (task) or a complex of work (tasks) necessary to achieve the goal.

5. Management information support is a set of information resources, funds, methods and technologies that contributes to the effective implementation of the entire management process, including the development and implementation of management decisions.

6. Control - management function, involving monitoring the actions of workers, accurate following the organization at the selected course, as well as the introduction of the necessary adjustments.

7. Motivation - the use of the human behavior in force and the formation of the necessary motives in the practice of managing its activities. The motives are manifested in the form of a person's response to the factors of its internal state or environmental impact, external situation, situations, conditions. Each person has its own structure of motives, which is formed in the processes of its development, manifestation and self-assessment of their abilities, achieve any results.

8. The solution is the choice made from several options.

9. Head of the Supreme Service - Presidents (Director), and Vice Presidents (Deputy Director). They determine the general directions of the functioning and development of the organization as a whole, its large divisions. Take key decisions, strategies for operation and development; Hiring additional staff.

10. The system is some integrity consisting of interdependent parts, each of which contributes to the characteristics of the whole.

11. The goal in management is the desired state of the management facility or expected results to achieve the activities of the organization.

Appendix 2. Fig. 2. Tree-shaped targets with ramifications

Posted on Allbest.ru.

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Model target

Model of organization purposes Contains in itself as a description of the objectives of the objectives and their characteristics and the relationship between them. As part of this model, the hierarchical relationship between its elements is established, assuming that the achievement of each lower goal becomes one of the means to achieve a higher (Fig. 1).

Fig. 1. Fragment of the Tree Tree

Graphically, the model of goals is displayed as a hierarchical diagram (set of diagrams), called the target tree (Fig. 2).

Fig. 2. Top Level of Tree Tree

Description of the characteristics of goals can be performed both in tabular form (with a significant amount of structured information) and in graphic.

Procedure for building a tree of goals

The basis for building the top of the tree of the goals is the set of strategic goals defined within the framework of the organization's strategy. It should be noted that not only those objectives that determine the areas of strategic development, but also long-term goals associated with maintaining the operation of the management system and space-related management and provision should be recognized as strategically significant.

The achievement of strategic goals is ensured by the achievement of both operating (regular, permanent achieved) goals and design (unique in its content) goals.

Objectives within the model must be thoroughly classified and implemented accordingly as part of diagrams - so that they become presentable and most understandable for their reader.

Allocation, description and hierarchical ordering of each of the goals is carried out by performing a number of relevant analytical procedures and approval procedures and approval procedures.

To each of the purposes defined at the lower level, as far as possible, the SMART requirements are applied (SPECIFIC - specific; Measurable is measurable; Achievable - achievable; Realistic - realistic; Timed - limited time).

Essence of the method "Tree of goals"

strategic Planning Investment Management

The Tree Tree is a graphic scheme that demonstrates the breakdown of common goals on the scene. The top of the scheme is interpreted as targets, ribs or arcs - as the relationship between goals. The method of the target tree is the main universal method of system analysis. The tree of targets links the targets of the highest level with specific means of their achievement at the lowest production level through a number of intermediate links. This method allows a person to put on their own plans (personal or professional), see their goals in the group.

The concept of the "Tree Tree" was first suggested by Ch. Cherchmen and R. Akoff in 1957 and is an ordering tool (similar to the company's organizational scheme) used to form elements of the general target program for the development of the company (main or general purposes) and specific goal correlation Different levels and areas of activity. The novelty of the method proposed by Ch. Cherchmen and R. Akoff was that they were attempted to give the various functional subsystems quantitative weights and coefficients to identify which of possible combinations provide the best return. The term "tree" involves the use of a hierarchical structure obtained by dividing the common goal to the scene. In constructing a tree of purposes, the patterns of target formation should be taken into account and use the principles of formation of hierarchical structures. The tree of goals is built in stages, from top to bottom, by a sequential transition from a higher level to a lower, adjacent level. The basis of the tree of the goals is the coordination of the goals among themselves. Specifying goals from top to bottom should grow: the higher the level, the better the target is formulated.

For cases when the tree order strictly throughout the structure is not withstanding, V.I. Glushkov introduced the concept of "forecast graph."

The method method of goals is focused on obtaining a relatively sustainable structure of problems of problems, directions. To achieve this, when constructing an initial embodiment, the patterns of target formation should be taken into account and use the principles of formation of hierarchical structures. It is widely used to predict possible directions for the development of science, technology, technologies. The so-called tree of targets closely deprivates the promising goals and specific tasks at each level of the hierarchy. At the same time, the target of the highest order corresponds to the top of the tree, and below in several tiers are located local targets (tasks), with which the top-level goals are achieved. The principle of splitting a common goal on the scene and tasks illustrates the scheme shown in Figure 1.

Figure 1 - splitting the common goal on the scene and tasks

The target of the highest order (general, the main goal) corresponds to the top of the tree, in the branches of the tree are located local objectives (tasks), which ensure the achievement of top-level purposes. The main requirement for the tree of goals is the lack of cycles. The presentation of goals begins with top level, then they are specified. The main rules of disaggregation of goals is complete - each target of the top level should be represented in the form of the following levels in such a way that the union of concepts of the contributions fully determined the concept of the initial purpose.

Evaluation of the relative importance of the objectives and importance of links between them is made through experts, and estimated matrices are commonly used to consistently determine the importance of goals and objectives at various levels. Evaluation of the coefficients of relationships using these matrices is made, for example, as follows: In 10 points, such an influence of one factor on another is estimated, without which it is impossible to solve the task. At 9.8 and 7 points, the influence is estimated, without which the solution of the problem will be solved in a strong, medium and weak degree difficult. Estimates 6.5 and 4 points are assigned in cases where the influence of one factor may in one degree or another (strong, medium, weak) accelerate the development of another factor or solving the problem. The minimum level of influence of one factor on the other is estimated at 1 point.

Thus, the process of building a "target tree" is divided into the following steps:

1) script development;
2) the wording of the target;
3) generation of presenters;
4) clarifying the wording of corteals (check independence of the scene);
5) Estimation of existence of training;
6) verification of feasibility purposes;
7) verification of elementality in groups;
8) Building Tree Tree.

When building a "Tree of Goals", you must be guided by the following rules:

- each formulated goal should have funds and resources to ensure;
- during decomposition of goals, the condition of the total reduction must be observed, i.e. the number of contributions of each goal should be sufficient to achieve it;
- the decomposition of each target on the scene is carried out according to one selected classification feature;
- the development of individual branches of the tree may end at different levels of the system;
- The vertices of the overlying level of the system are targets for the vertices of the underlying levels;
- The development of the "Tree Tree" continues until the person decisive will have all means to achieve a higher goal.

"Tree of goals"

strategic planning long-term market

The Tree Tree is a structured hierarchical list of the organization's objectives in which lower levels are subordinated and served to achieve higher levels.

Accordingly, at the top is the general purpose of the organization. Since the achievement of the General Strategic Objective of the Organization is a fairly difficult task, it is a decomposition of the goal - the placement of the goal into several smaller goals, the cumulative achievement of which leads to the achievement of the main goal. Next, the process is repeated for each smaller target of the lower level until the target is quite simple as a result of the decomposition, to be achievable, realistic and possible for execution exactly in accordance with the content and at the scheduled time.

Decomposition is used to build a "Tree Tree" to associate a master goal with the methods of its achievement formulated in the form of tasks to individual performers.

"Tree of goals" can be defined as a "target frame" of the organization, phenomena or activity.

The goal is the perfect idea of \u200b\u200bthe nature of the activity and the possibility of an object in respect of which it is established and should reflect the objective conditions for its existence, as well as the adjustment of the structure of the object and the structure and dynamics of the goal achievement, so it should be about the totality of the whole.

When building a "tree of purposes", its design is based on the "from the general to the private" method. The termination of the decomposition of the target to smaller ceases at the time when the further process is inappropriate as part of the consideration of the main goal. A properly constructed tree of goals in the future can easily be transformed into a schedule or diagram.

Building a tree of goals in itself represents only a methodology for developing a strategy for achieving the specified general purpose. Accordingly, the result and quality of the constructed hierarchical set of objectives depends mainly on the qualification of a specialist who has made a tree of goals. By analogy with conventional tools, the method itself is a tool significantly facilitating the work, but the result of the application of the method depends on the Contractor.

Figure 1. "Tree of goals" organization

Consider the technological foundations for the construction of the "Tree Tree".

There are no universal methods for building a "Tree Tree". Methods for its construction depend on the nature of the goal, a selected methodological approach, as well as from the one who develops a "tree of goals", as it represents the tasks assigned to him, as he sees their relationship.

The main rule of the construction of the "Tree Tree" is "fullness of reduction".

The total reduction is the process of information of complex phenomenon, process or system to simpler components. To implement this, such a system approach is used:

a) the target of the highest level is a guide, the basis for the development (decomposition) of the lowest level;
b) The lowest levels are ways to achieve the highest level and should be presented so that their set predetermined the achievement of the initial goal.

Requirements for building "Tree Tree" are as follows:

· Completeness of reflection of the process or phenomenon;
· At each level, the set of contributions should be sufficient to describe the target of the highest level;
· The consistency of the lowest and upper levels;
· Decomposition of the target on the scene at each level should be carried out on one methodological approach;
· All goals should be formulated in the timing of work.

"Tree of goals" is based on the coordination of goals.

The vertical coordination of goals allows you to coordinate the connection between yourself, activities and form the competitive advantages of the entire enterprise.

Horizontal coordination provides more efficient use of industrial potential and its parts (for example, qualified personnel operating in various divisions, various types of resources for their use in various areas of activity, production capacity for greater downloads in order to create conditions for reducing costs, etc. .).

The above classification has a practical orientation, since for each of the specific groups of goals, you need your approach to building and analysis.

Building the "Tree Tree" by any method is based on such qualities such as: ordering; openness; Recognizes importance.

It should also be noted that when decompositioning goals it is impractical to use different methods at the same time in the same "tree of goals", even if the characteristic of the goals allows. You can build two "targets" by two different methods (if the target is it), and then compare the results obtained.

The method of disaggregation of goals is used for formalized purposes, which often characterize actually existing objects or those that are created. It is based on the system presentation about the object of the study and provides for the use of such concepts:

a) system (c) as a holistic object, that is, the general purpose or the ideal idea of \u200b\u200bwhat needs to be created (in fig. 1 is designated by the "0" symbol);
b) the subsystem (PS) as part of a more general system (in Fig. 1, it is marked with numbers 1, 2, 3, 4), in which the subsystems are functionally significant;
c) elements as a set of components of elements subsystems (in Fig. 1 they are indicated by numbers 1.1 - 4.15)

It is worth noting that the second and below the "Tree Tree" levels should contain basic and alternative elements of achieving higher levels. The first level of objectives does not contain alternatives, and is generalized interrelated subsystems.

Figure 2. Building "Tree of goals" by the method of disaggregation

a) if an element that is analyzed is not directly related to the main system and does not give anything valuable for its operation;
b) If the element is considered, it is trivial and its existing option is arranged by the researcher and performer.

The method of providing the necessary conditions when building a "Tree Tree" can be used to decompose any type of purpose. The author of this approach is V. Glushkov, who applied it for the first time when constructing graphs for predicting the development of scientific and technological progress, then it was proved that the method works in a greater number of cases. Schematically, the method of providing the necessary conditions is shown in Figure 3.

Figure 3. Building "Tree of goals" by providing the necessary conditions

The method of providing the necessary conditions suggests that the draft general purpose is proposed to experts for the analysis and construction of the "Tree Tree". Independent experts nominate requirements regarding the form and conditions necessary to achieve the goal, offer a list of estimates of the structure of goals, as well as measures to achieve goals.

The hierarchy of goals allows you to answer the question of responsibility for achieving various goals through the establishment of the relationship between the hierarchical levels of the organization and goals.

There are a regulatory and actual "tree of targets" of the organization. The first is planned, the second - characterizes the current state of the enterprise in terms of activity. It performs the transition from the actual to the normative "target tree", where it is a task that solves strategic management.

Objectives should be established for each direction of the enterprise, for each production unit involved in achieving results.

The objectives of the enterprise are the borders described in the formal form, which it wants to achieve in long and short-term period.

Strategic goals are related to:

· Implementation of activities in attractive industries, combinations;
· Competitive position in the market and perception of its consumers and society;
· Investment activities of external investors, the place that wishes to occupy an enterprise in the financial market;
· Internal features and capabilities of the enterprise to ensure the implementation of externally aimed purposes.

Strategic goals should be installed in all units and areas of activity of the enterprise, on which its survival and success depends.

The set of objectives can be described using specific indicators, which allows you to perform the requirement of measurability. Each enterprise chooses and formulates its goals, and also forms a system of indicators for their characterization.

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

1) general economic objectives: the level of income, the level of profitability (calculated by different methods) annual profit increase; Annual income increase in one simple share, etc.;
2) Marketing goals: total sales, market share, it serves a firm; sales increase; increase in market share, resource availability, price level;
3) Production goals: the scale of production and the dynamics of growth, the level of expenses; value added and its dynamics, level of quality of production; The introduction of new production methods, the level of efficiency, etc.
4) Financial Goals: Minimization of the Tax Press: Financial Stability; optimal capital structure; Dynamics of capital turnover; stock price and level of dividends; Investment growth and others;
5) Scientific and technological objectives: the technological level, the development of new products and technologies, the acquisition of patents and licenses; etc.;
6) Personnel objectives: the optimal level of the number and structure of personnel, staff qualifications, development of the system of recruitment, selection, advanced training and retraining, level of labor productivity, etc.
7) organizational and management objectives: the introduction of effective management technologies; optimization of temporary characteristics for decision making; The introduction of effective methods for organizing production and management, etc.

Today there is a planning tool called a tree of goals. Examples and methods for its construction for the organization will be discussed in this article.

Any activity begins with planning. To do something, you must first have a specific action model.

Competent planning of the organization's activities is more than half of the success of the whole business.

The general concept of the term

Almost everyone can explain this concept. The goal is the desired result, which is planning to be the organization in the process of its activities. To strive for his achievement should each enterprise, which wants to be successful in business. The goal is not only a guideline for the activity of the organization, but also used to establish its standards and evaluate the performance of work.

Often, setting tasks to achieve the intended basis is based on the assumptions about the possible future development, therefore the reality of their implementation and adequacy are based on the accuracy of hypotheses.

Goals have their own execution. What he is more, the higher the uncertainty of a possible future. Accordingly, the goals with a large given period are set in a more general form.

The most common wording that justifies the appearance and the work of the organization is called the mission.

What is a strategy

In successfully developing companies, a lot of attention is paid to the strategy. This is a master plan for the implementation of certain objectives that determine their importance for the organization.

In other words, the strategy is a chain of goals, leading to a certain scheduled event outcome.

What is a mission

This term is used in various spheres - in medical, religious and others. The organization's mission is the philosophical substantiation of the company's activities, its ideological component, the ideal to which the company should strive in the process of its existence.

The main components of the organization's mission:

Orientation for the buyer.
Truthfulness. The mission must be honestly stated, have no ambiguous interpretation, and also correspond to the real position of things.
Uniqueness. In the mission there must be something that makes your company unique, distinguishes it from competitors.

If the mission sets a general landmark for all the activities of the organization, the goal is more universal and concrete.

Principles of formulation

In the wording of the goal, it is important to comply with the following principles:

Concreteness. It is necessary to formulate goals as clear as possible and definitely that everyone understands what matters about.
Measureness. This ability to quantify whether the result will be achieved. This is done by comparing the goal stated earlier. It is possible to measure it in such criteria as the number of positive feedback, the ratio, the frequency of what is happening, the time, the average indicators and so on.
Reachability. The goal must comply with the possibilities that the company currently has.
Significance. The goal should not contradict the missions, as well as other aspirations of the organization.

Principles of Management Organization

The basis of the management of the following principles:

Development of goals to the level of each individual employee. At the same time, employees and organization plans should not contradict one other.
Synchronization and adjustment of employee goals at intermediate stages of assessment.
The interaction of the head and employee in the formulation of the goals, their coordination.
Conduct a regular assessment of achievements and feedback from the employee.

Ways to form goals in the organization

Planning in any company can be centralized and decentralized.

Decentralized planning is the setting of goals by each company's structural unit separately.
Centralized planning of activities in the organization involves the presence of a central body or maternal company, which directively puts the goals for the companies subordinate to it. All resources aimed at solving the tasks are also distributed centrally.

Types of purpose

They can be divided into strategic and tactical.

Strategic - these are the achievement of which will lead the organization to a new financial or structural level. Classical examples of strategic goals are: innovation and planning actions, capture a certain market share. However, each organization has its own strategy.
Tactical - these are those that reflect certain stages of achieving strategic. They are operational (goals for a certain period of time, quarter, year, and so on).

Also all goals can be divided into simple and complex. Simple are performed in one action. Complicated implies a whole range of activities for their implementation. Depending on the complexity and orientation of tasks, hierarchy of goals is built.

They also have short-term, medium and long-term. It depends on the stated deadline.

Short-term - these are the goals that are performed on time to one year. For them, the maximum specificity and clarity of the wording are necessary.
Medium-term is the goals, the implementation of which is scheduled from a year to five years.
Long-term - for their implementation of which more than five years are required.

Also they can be:

Operational - performed regularly for a long time.
Design - performed at all.

In order to properly build the structure and hierarchy of goals, depending on their urgency and significance for the company, the method of the Tree Tree is often used. This approach is one of the most effective task planning tools.

What is a tree of goals

This term appeared not so long ago, so not everyone is familiar with his essence. The organization's work tree is the hierarchical structure of all the objectives of the organization displayed in the form of a chart or table.

To implement the company's strategic plans, both operating and project objectives of different levels can be used.

The method of the goal of the goals involves such a separation of strategic to simpler, so that the lower task, being implemented, becomes a tool for implementing a higher one. At the same time, each important task is divided into somewhat simpler to achieve maximum simplification of the structure.

How to build a tree goals

Consider a Read more Algorithm for the formation of a tree of organization purposes.

At first, the main strategic task of the organization is determined. It is formulated in one or two sentences and must explain what should happen in the end.
Then the purpose decomposition is carried out - its separation into simpler tasks, the implementation of which will coexibly lead to its achievement. This process must comply with the following requirements:

The division must be complete, it is impossible to miss any component;

The division must be excluded. No simple task may contain another;

The division must have a common basis for all simple tasks.

The division must be uniform. Each level must be made up of the same time and significance of tasks.

Restrictions applied to each specific organization are formed.
Analysis of the variants of each task. Any of them can be performed in different ways. All possible implementation options are analyzed and the most optimal is selected.
Next, tasks and functions for employees and units are constructed.

Tree scheme targets

As you know, the information is always better perceived visually. Therefore, the organization of the organization's goals is depicted in the form of a table or a multi-level scheme, where the upper level is the main goal of the organization.

The next paragraph will be the goal, the implementation of which will lead to the achievement of the main one.

Next are placed the goals that will lead to the implementation of those at a higher level. Each of them is subject to decomposition as long as it has a logical meaning. The number of tree levels of objectives depends on the complexity and size of the organization.

The greater the enterprise than the most complicated its structure, the greater the levels of decomposition in the tree. Thus, the hierarchy of the organization's goals is directly related to its structure and features.

For clarity, you should depict the entire scheme on one sheet.

When familiarizing with the scheme should be clear how to achieve any of the following goals, both the main and simple.

The clarity of understanding how to achieve the tasks has a criterion for evaluating the tree from the point of view of its suitability for further work.

Functions of a tree target

The deployed, visually displayed scheme of all goals is necessary not only to large companies in which many departments, employees and tasks.

The tree streals any activity, serves as a guide in all possible elections, makes keeping all the necessary business items in my head.

Tree of goals on the example of the hotel

The mission of this institution is to provide quality accommodation of guests of the city in the atmosphere of comfort, comfort and ease.

All hotels are striving to get maximum profits.

The tree of targets of a small hotel can be built as follows:

Level of goal	Description
the main objective	Getting the highest possible profit
Basic goals	Improving the quality of services				Expansion of the spectrum of possible services			Implementation of advertising and marketing
Fit the first level	Improving the quality of the production process		Improvement of interaction with staff		Conference and banquet facilities		Provision of catering services	Advertising and attracting new customers		Increase customer loyalty
Second level soda	Acquisition of new equipment for more efficient room cleaning	Creating a CRM - Systems for Express Booking and Service	Training	New personnel motivation system	Selection and repair of the room for negotiations	Creating a conference room	Café or restaurant on the territory of the hotel	Internet advertising	Mailing commercial offers for employee business trips to organizations	Club cards to regular customers with bonuses and discounts

At the same time, a list of tasks and resources is made to each goal of the second level for their implementation.

For example, to highlight a room for negotiation and repair, it creates such a list of tasks:

Condition - in the hotel room there should be a free room or the ability to free and re-equip one of the numbers. At the same time, such innovation should be financially appropriate. Therefore, the tasks will be:

Calculate possible profits from the availability of a meeting room.
Calculate the cost of repair.
Agree with repair brigade and set the necessary time.
Organize negotiations for customers.

The goal of a restaurant or cafe on the hotel is less specific, it should be divided into several levels for further consideration. Why didn't we do it?

The fact is that the opening of the metering is a very difficult task. It is associated with almost the opening of another business. Therefore, all possible ways to implement this goal are first written. As a rule, it has two alternatives:

Invitation to the cooperation of the partner-the restaurant.
Opening of a restaurant forces by the founders of the hotel.

Based on the ratio of benefits and risks, some one way is selected. Stripping from it, a new tree is drawn up for the opening of the restaurant in the hotel.

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