Target management as a way of coordinating individual and organizational goals. materials

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CORPORATE CULTURE MANAGEMENT
Abstract on the topic:
“THE MOTIVATIONAL EFFECT OF ORGANIZATIONAL GOALS"
Today, many leaders intuitively understand how important it is to align the goals of the employee and the organization. This process can be called by any term: stimulation, motivation and even manipulation (depending on the situation). The result that the employee can achieve depends on the degree of coordination of organizational and individual goals.
The degree of consistency of goals can be different. We list three different options.
1. The goals of the organization do not intersect with the goals of the employee.
As a rule, this is the initial stage at a new place of work, where a person comes with his own ideas about the activity and how to perform it (Fig. 1).
The expectations and illusions of a new employee, as well as his fears and anxieties, accumulated at previous jobs and unconsciously brought to a new one, largely determine the behavior and results of his work. Only gradually, subject to the competent setting of the goal-correlation process, does the employee begin to understand why he is here, what his tasks are. In this case, the second stage of goal coordination begins - the internalization of organizational goals, i.e. the process of turning external goals into internal ones. However, this may not happen.
This situation is the most difficult to motivate an employee. A vivid example: a person comes to a company with the sole or dominant goal - to make money. He may have other tasks, which define the circled area of \u200b\u200bindividual goals. For example, in addition to financial interests, he may be interested in self-affirmation in the workplace (career growth), warm and interesting communication with colleagues, etc. At the same time, the company may have the goals of entering new sales markets, developing sales networks as a whole, strengthening its position in the market through aggressive invasion of other regions, etc. It is naive to believe that an employee who “shared” all these target areas of the company at the interview will actually think about how to bring the product to market. new market, just because it gets for it wages. If it is guaranteed to him, then some of his own goals have already been achieved, and now he will have an interesting pastime with colleagues and look for career options. It is not at all necessary that for this he will work for the company's goals. They are not interesting to him, because they lie outside the scope of his own goals and objectives. In such a situation, management has to expend enormous efforts to develop both tangible and intangible systems of motivation and incentives for staff. However, all of them are a kind of "middle way" between what the company needs and what the employee himself wants.
Let's take a different context. The employee claims that he does not know how and to whom to sell, citing various arguments, including the need for additional training. The company understands that by training an employee, it satisfies both his and his own interests, because the ultimate goal (obtaining a result) can be achieved through the growth of professionalism. As a result, money is invested in training, but the result either does not appear at all, or is short-lived - positive effect observed while the training itself is being carried out and it is interesting to a person. After completing the training, motivation disappears as quickly as it appeared.
The goals of the employee and the company again lie on different planes. The fundamental mistake is the search by the management of the individual and significant goals of the employee, and subsequently their satisfaction in the hope of obtaining a motivating effect. Such actions are associated with a misunderstanding of the nature of the alignment of individual and corporate goals. This approach is initially inefficient, because everything should be just the opposite: the employee should look for the goals of the company that he could satisfy in order to receive his wages. In this case, the task of management becomes the formulation of such organizational goals that would be understandable to every person working in the company, and, moreover, would create a motivating and stimulating effect for any employee in a particular position.
2. At the second stage, partial coordination of individual interests and goals of the employee with organizational goals ( Fig.2).
At this stage, the problem of motivation becomes solvable, since the employee is personally interested in achieving any individual goals.
For example, a teacher in a kindergarten sincerely believes in the need to develop a holistic personality of a child and contributes to this in every possible way, sharing the organizational values and goals of the kindergarten where he works. It is clear that this employee may have own goals, which do not coincide with the organizational ones. For example, he may work part-time to provide additional income.
From the point of view of motivation in this situation, it is important to understand which individual goals coincide with organizational ones, and in the future - how to expand the area in which they intersect. In other words, for a kindergarten teacher, the following activities can have a motivating effect: expanding the scope of authority, increasing its significance in the eyes of other people (for example, speaking at a conference, publishing material in a local newspaper or magazine about his merits or professional views, approaches, effective methods ), involving an employee in management or projects of additional education, etc. The employee must be given the opportunity to implement personal plans in the context of the development of the organization, and not outside it or at the expense of it (ie, to the detriment).
3. Full acceptance and sharing by the employee of the goals and values of the organization (Fig. 3).
Probably, one of those people who fully share the goals of the company and identify them with their own is the owner of the company, because from a psychological point of view, it is his continuation, the embodiment of his ideas about the world and business. Even if we consider its targets in the narrowest sense (profit), then this is the key goal that encourages a person to create his own business and develop it. This idea becomes the key goal of the entire company, regardless of its field of activity. Thus, the owner is the most interested person. Slightly less interested are the first persons of the organization (top managers), since the goals of their activities often depend on financial indicators associated with the overall performance of the firm. The further a person is from understanding the goals of the company, the more he begins to realize his own goals or interests in his workplace.
The process of matching the goals of the company and the employee can not only begin with a complete mismatch (see Fig. 1), but also end with it if the employee is disappointed with what is happening in the organization. In addition, he often has new, more significant goals that he cannot achieve within the framework of the workflow.
Speaking about motivating staff in terms of harmonizing goals, it is important to consider how harmony can be achieved. The traditional way is when the leader takes on the entire burden of responsibility, then he himself determines who, what, when and how should do it. In fact, according to this scheme, all management systems are built, in which the object of management is an employee. The path of targeted management is when responsibility for the result is shared among all staff. The "global" organizational goal is divided into a number of smaller ones, each of which is the responsibility of the corresponding employee, depending on what part of the business process he performs.
It is important to understand that this is not only a functional or structural division (for example, by departments, divisions, duties performed), but a part of a holistic business process, for each link of which, from the moment the owner invests money to the return of investments, a specific person is responsible. At the same time, each employee knows his area of work (Fig. 4) and is aware of how the results of his work will affect the activities of other employees and the entire company as a whole.
This understanding should be based on specific indicators, and not only on the corporate spirit, which can also serve a limited function in increasing the efficiency of operations.
With this approach, the object of management is not the employee of the company, but the organizational goals that he faces. The main task of the manager in this case is to correctly determine the key goal and select from it those sub-goals, upon reaching which it will be achieved with minimal cost any resources (including time s x and human).
Then the manager determines the ways and means of communicating this goal to the employee (see table).
In accordance with the above table, a manager who decides to implement a management system by objectives faces several additional tasks.
1. Decomposing a key goal into smaller goals. It is desirable that these goals are achievable and measurable. Otherwise, one of the axioms of effective management is not fulfilled: it is impossible to manage what cannot be measured.
It is important to attribute each major goal to the area of responsibility of at least one employee. If some tasks remain "not closed", a gap in business processes is obtained, due to which the company cannot reach a new level of development, achieve the necessary turnover, reduce costs, etc. It is necessary to think over who can be responsible for these processes and indicators, and, possibly, introduce a new position to solve a certain range of issues, etc.

» . It is known that without special efforts it is able to lead organizations to an increase in the efficiency of solving corporate problems, employees to dynamic professional development, and consumers to an inexplicable commitment to the final product. So what is this mysterious phenomenon? If it is very simple, then agreed goals are a set of different tasks that different people solve to achieve one (main) goal.

When are agreed-upon goals most needed?

When there is some important, significant goal that cannot be achieved alone, and different people, groups or entire organizations combine their efforts to achieve it.

When there is a whole set of primary tasks, without the solution of which it is impossible to successfully move towards the intended goal, and different specialists or professional communities combine their efforts to solve them jointly.

In both cases, a certain business community is formed, within which the following conventions goals:

general purpose of the organization (main, general) - for the sake of which many have united;
corporate goals - a set of specific tasks, the solution of which is necessary for the qualitative achievement of the general goal;
professional goal individual specialist - a qualitative solution to a specific problem necessary for the successful achievement of the general goal.

It can be seen that in such a business community all goals (main, subordinate, corporate, individual) turn out to be:

different (do not match - differ from each other);
interrelated (all individual tasks and professional goals of individual specialists work to increase the efficiency of achieving the main goal of the entire business community);
interdependent (the quality of the achievement of the general goal depends on the quality of the solution of each individual task).

Business community where consolidated work various people over the solution of different problems leads to one common (main, central, general) result, we will call it a “team”.

Examples of General Goals for Business Communities

Example 1:
…increasing the volume of deliveries of trucks, expanding the dealer network in all regions of Russia…
Example 2:
…security Russian market purchase and sale of a ready-made business with modern and efficient brokerage services ...
Example 3:
… daily impeccable cleaning of residential and office space in the city of N…
Example 4:
…a reliable and high-quality solution to the logistics tasks of customers…

The clearer the overall purpose of a particular business community is, the easier it is to understand:

what tasks he faces (what needs to be done to achieve the stated result);
which specialists can be the most valuable employees for him and who can become a valuable business partner;
whether its work is effective (whether the declared and obtained results correspond to it);
who is the consumer of its final product (who needs a quality result, which this professional community is working to achieve).

Examples of professional goals for specialists

Example 1:
... training in 1C programs; setup, updating, consulting on the subject matter…
Example 2:
…ensuring quality live performances…
Example 3:
…creation, optimization, support and promotion of websites…
Example 4:
…installation of stationary office partitions…
Example 5:
…an increase in the customer base of a medical equipment manufacturer…

(Other options for professional purposes are welcome).

Take a close look at the examples and see for yourself the main thing. The more clearly the professional goal of a particular specialist is indicated, the easier it is to understand:

in solving which particular task he is most likely to be most useful (what business task corresponds to his professional goal);
for which team he can be a valuable partner (where there is a real task that corresponds to the professional goal of this specialist and how interested the specialist is in the fruits of his labor to work for the general goal declared by this team).

Agreed goals: what is the secret of effective work

So agreed goals can:

to consolidate the efforts of many people in order to achieve one goal;
draw the attention of the right specialists to the work of a specific team and draw the attention of the right team to the work of specific specialists;
lead to an increase in the efficiency of the business community;
to attract the attention of interested parties (consumers) to a particular business community by the content and quality of the product of its labor.

It remains to be seen how the agreed goals increase the dynamics of the professional development of specialists.

Imagine that you are personally interested in getting some result in your work, but in this moment your professional knowledge, skills, etc. not enough to do the job well. And the result is exactly what you need, for you personally and what is called "really". What will you do?

Most likely, like many others in such a situation, you will begin to actively gain the missing resource - look for the necessary information, someone who can give good advice, teach you how to perform the necessary operations, etc.

Nothing like this will be done only by those who are indifferent to the content of his work and the quality of the results obtained. A person's indifference to his work arises if the real purpose of his professional activity does not correspond to the task, the solution of which is "attributed" to the workplace he occupies - is not coordinated with it.

This does not mean that an inconsistent goal is necessarily "bad". She's just "from another opera." For example, if Little Red Riding Hood, for whom it is important to take pies to her grandmother, is put in Ellie's place in the fairy tale about the Wizard of the Emerald City, then one can seriously be puzzled by the question - how soon Totoshka will return home, ... if he returns at all ... But is Little Red Riding Hood an evil and treacherous hero ? No, it’s just that she doesn’t care much what happens to Totoshka there - her grandmother is sick ...

And let's do as is customary today in many organizations - change the motivation of Little Red Riding Hood. We will tell her about the heroic everyday life of the characters around her, about the meaning of morality hidden in a fairy tale unfamiliar to her, or we will threaten that if she does not cope with the role of Ellie qualitatively, then the wise Goodwin will deprive her of both her heart and brains, and she will never again sees his grandmother. But you and I understand very well that no matter how inspired or frightened Little Red Riding Hood fusses, she will never cope with the role of Ellie better than Ellie herself. In the same way, it is unlikely that anyone will cope with the role of Little Red Riding Hood better than Little Red Riding Hood herself.

Unfortunately, in real life certainty is less than in fairy tales. Today, not every specialist can clearly define his professional goal and, in accordance with it, find his "native" organization or his "native" workplace. Much more often, he finds himself “out of his element”, experiencing “it is not clear where it comes from” internal dissatisfaction, “inexplicable” hostility from colleagues, etc. In the same way, not every organization can clearly state its true corporate goals and objectives, making it impossible to find really valuable employees. Therefore, often the management gets the fate of the director, whose actors do “anything but not what is needed”, and consumers are dissatisfied with the quality of the final product and the uncertainty of what is happening.

As one said a wise man, "the truth is so simple that it is even insulting for it." In fact, the secret of the agreed goals has never been a secret. Although not always consciously, many specialists have achieved professional success thanks to their penchant for everything real, real, natural. Do you know what the biggest “secret” is when agreeing on goals? Do not believe it - in knocking down the superficial, getting to the real one and very briefly expounding what was found. Try to be clear about your real professional goal. You will be surprised how much useful information she can give you. Align professional and corporate goals and you will be surprised at the pace and quality of your professional development.

You can find out what is a professional goal and what is not.

How to align an individual professional goal with the goals of the organization, read.

Try it. You will succeed. Good luck!

Criterion five. Consistency of goals and values.

“All projects within the IPL must be in the interests of the IPL, consistent with its goals, values and mission. What is incomparable, contrary to the mission and values of the IPL, or goes against the current needs and objectives of the community, is implemented outside the IPL.”

A community, unlike a formal organization and a spontaneous get-together, is an association of people for whom, on the one hand, the community is of high importance, on the other hand, each participant feels his uniqueness for the others, his own value, contribution, belonging and place among others. Members in a community come together to implement common ideas, values, and goals. This requires a certain degree of coherence between the participants, who, unlike the organization and the hangout, are in a natural hierarchy (according to experience and contribution to the community) and at the same time have equal value and equal responsibility for their part of the life of the community.

The MPL12 professional community is being created to bring together professionals for whom not only the MPL is of high value, as a platform with a special atmosphere and opportunities for professional growth. But they also realize and realize their high value for the community, are ready to contribute to its development, in accordance with the current needs, goals and values of the community, and are also ready to cooperate, coordinate their efforts, and overcome conflicts.

In my opinion, this is an obvious story, not really in need of explanation. And yet, questions arise.

Can I do my project on the territory of MPL? - not only possible, but necessary! See the previous criterion - contribution.

Can I do a project on the territory of the MPL without joining the community? – perhaps, just let's think about how your activities will be coordinated with the community, how useful it is for us, and how it corresponds to our goals and objectives.

Who determines whether it is useful or not, indicates the needs of the community? - everything is simple here too: whoever contributes more to the life of the community has more influence on elections and decisions.

And if I think that your activity should develop in some other way? - well, suggest what you are ready to do, as a member of the professional community, so that it is different.

But I don't want to join the community! I am ready to share my thoughts on what you need to change. - well, when there is a need, we will use your expert opinion ... Of course, on request.

... For me personally, when I act as a guarantor, a very clear criterion has appeared: who I invite to the community myself, and who I suggest to find something else for myself. This criterion is the attitude of the applicant: the need, criticism or preponderance of “take”, when first of all it is considered, “why do I need the community, what I will receive / will not receive from the community, how IT SHOULD be so that it suits me” - or support and to share when a message comes from a person: “What do I have, how can I be useful to colleagues, what I WILL DO so that the professional community suits me in all respects.” With both hands I am FOR the fact that a person is there and with those where and with whom he is comfortable, with people, as they say, from the same box with him. The key question is who is supposed to provide this comfort? Am I for all of us, in my area of responsibility, or is someone for me? Or maybe we have, in principle, a categorical mismatch and indigestion from each other - why then rape yourself ???

Sometimes it happens that a person simply does not need to rush and stay in the position of a student, client, child for some time. To get, to get, to ripen. Because a professional has a load, responsibility, criteria. Because a certain weight can be taken only after appropriate training.

Sometimes it is necessary to make sure that we are on the way, when we don’t really know how a person works, we literally haven’t seen him in action. Then it would be nice to see. Including in order to harmonize our expectations from each other. I think a good solution is a trial period and assisting the hosts, for example. Or start doing what was declared as a contribution, and only then make the final decision on admission and entry into the community ...

And sometimes - a person absolutely needs to do something absolutely his own, according to his own criteria, values, vision. So that his projects become a reality and do not depend on the assessment of professionals with a different way of thinking. And that's good too. May all flowers bloom and there will be more variety in the world!

Many of our goals are interrelated. They are part of some organized system of ideas about personal goals, aspirations and fears. Personologists pay close attention to the mental mechanisms that determine the coherence of goal systems and how goal systems, in turn, determine the coherence of personal functioning.

Two cognitive mechanisms play a particularly important role in ensuring the consistency of the system of personal goals. Man's implicit theories about himself and the social world influence the interpretation of events and the choice of goals. Global, sustainable life aspirations streamline many specific tasks, each of which is a step towards a larger goal. Let's consider these mechanisms in turn.

Implicit theories

The goals that a person sets for himself, as a rule, reflect his deeply rooted ideas about himself and about other people. While many of these representations are obvious, some imply abstract, implicit representations of the self.

Dweck and colleagues (Dweck, 1996; Dweck & Leggett, 1988; Grant & Dweck, 1999) analyzed the mechanisms by which implicit beliefs affect goal orientations. They focused on ideas about the variability of personality attributes, such as intelligence. Some people proceed from the fact that intelligence is a certain fixed quality that a person possesses to a greater or lesser extent. Others consider intelligence as a quality that can be developed, increased. It has been found that the understanding of intelligence as an immutable or capable of developing quality affects the importance that people attach to the tasks and goals they face. If a person is convinced that abilities are fixed qualities, then tasks will be seen as a way of testing those abilities. If a person believes that personal attributes are changeable and flexible, activity can be seen as an opportunity to acquire new and develop existing skills. Thus, notions of fixedness/variability personal qualities contribute to the formation of goals by type of performance / learning.

In their research, Dweck et al evaluate relevant representations using self-report techniques that ask subjects about the variability of personality traits (Dweck, 1996). At the same time, researchers do not proceed from the fact that these ideas are valid for all spheres of human activity, but evaluate the ideas contextually, in particular, in relation to such areas of functioning as intelligence or moral stability (Dweck, 1996). As expected, ideas about abilities in these areas determine a person's choice of certain goals. In areas of achievement, people who consider intelligence to be a fixed quality tend to set goals that allow them to make a favorable impression on others 10 People who believe that intelligence can be developed set themselves difficult tasks, solving which they can gain valuable experience 11 * * (Dweck & Leggett, 1988). In interpersonal and social situations, people who believe that certain attributes are fixed qualities tend to set themselves the task of classifying the people around them. This is manifested in their tendency to draw conclusions about personality traits and make predictions about a person's behavior based on assumptions about his personality traits (Chiu, Hong, & Dweck, 1997), adhere to stereotypical ideas about ethnic groups (Levy, Stroessner, & Dweck, 1998 ), and to consider punishment rather than rehabilitation of offenders more appropriate (Grant & Dweck, 1999).

The concept of goals and behavior presented above is another illustration of the bottom-up analysis of personal consistency that we advocate throughout the pages of this book. Consistent motivational tendencies are not explained using classifications of needs or motives, but are interpreted as the result of the interaction of socio-cognitive and affective mechanisms that are elements of a complex system. Intrapersonal consistency and interpersonal differences in motivational functioning are explained by a person's stable ideas about himself, his goals, interpersonal behavior and assessment of his own abilities.

Mid-Level Targets

Externally independent tasks become interconnected in meaning if they serve a common goal. A high school student may aim to get an A in math, become the chairman of a student organization, or establish good relationships with teachers. Although these goals cover different tasks and require different skills, they are psychologically consistent for this student because he sees them as steps towards the ultimate goal of getting into college. Thus, when analyzing consistency in goal systems, it is necessary to consider global and sustainable goals that are relevant to a variety of daily activities.

These high-level goals are called mid-level goals. The goals of the middle level are more contextualized than global motives, and at the same time wider than specific tasks. Midrange goals might include, for example, establishing a romantic relationship, overcoming an illness, getting good grades in school, expanding friendships, improving one's appearance, improving one's parenting skills, or accumulating retirement savings (cf. Emmons, 1997). The term "middle level" implies the presence of a hierarchical system of goals. If a specific task (for example, to pay for lunch) and abstract aspirations (for example, to live happy life) be considered as the lowest and highest levels in the hierarchy of aspirations, then the goals analyzed here (for example, to establish a romantic relationship) will be in the middle.

Many research programs have been devoted to the study of the role of middle-level goals in personal functioning. This includes studies of "life tasks" (Cantor & Kihistrom, 1987; Sanderson & Cantor, 1999), "personal aspirations" (Emmons, 1989, 1996), "actual problems" (Klinger, 1975), and "personal projects" (Little, 1989, 1999). Read and Miller (1989), in their analysis of interpersonal goals, also identify intermediate-level goals that contribute to the coherence of personal functioning. Although these research programs and their associated theoretical frameworks differ in some respects, they also have much in common. They assume that mid-level goals provide consistent, stable patterns of experience and action. A person's goals determine the content of his thoughts (Klinger, Barta, & Maxeiner, 1980), the situations in which he spends his time (Emmons, Diener, & Larsen, 1986), and the elements of situations to which he pays the most attention (Mueller & Dweck, 1998). Goal systems can also increase the meaning of life. People who value their commitment to set goals that align with their personal values also have a clearer sense of meaning. own life(McGregor & Little, 1998).

The goals of the middle level reflect the individual identity of a person. Therefore, researchers usually evaluate goals using idiographic methods that allow subjects to freely express their thoughts (eg, Emmons, 1989; King, Richards, & Stemmerich, in press; Read & Miller, 1989). However, this idiographic character does not exclude the possibility of some commonality between people. Shared social norms, environmental conditions, or biological constraints may cause different members of the same group to have common goals (Helson, Mitchell, & Moane, 1984). For example, students moving on to college typically have common life goals such as getting good grades and making new friends (Cantor et al., 1991).

The structure of the mid-level goal system affects the well-being of an individual. The main thing here is the conflict between goals. Some goals are complementary (for example, a person may believe that both the goal of getting good grades and the goal of making friends contribute to their pleasant college experience) professional activity). Individuals who self-reported multiple goals conflicts also had more signs of physical distress and were more likely to seek medical attention (Emmons & King, 1988). Conflict over emotional expression can lead to repression that can cause chronic mental distress (King & Emmons, 1990).

Relationship or correspondence between goals and social environment also affects well-being. One of highlights- timeliness. Goals are more stressful if their timing does not match the traditional guidelines for proper time for the activity (Helson et al., 1984). Similar stress can be experienced by people who become parents too early or too late; people who decide to get secondary education in adulthood.

To complete the analysis of systems of goals and personal functioning, it is necessary to consider not only goals as such, but also strategies for achieving them. Different people can go to the same goal in different ways. That is, people can choose different strategies, where strategies are understood as cognitive structures through which a person tries to master the environment and achieve goals (Hettema, 1979, 1993).

As emphasizes whole line authors (e.g. Cantor & Kihistrom, 1987; Hettema, 1979), such personality construct, as a strategy, has the merit of directly reflecting the dynamic relationship between the actor and the social environment. The analysis of strategies allows us not to introduce an artificial division into personal and situational factors, but to reveal the dynamic relationships between personal resources and environmental requirements.

Strategies for achieving the goal reflect the declarative and procedural knowledge that can be used to solve the tasks. This knowledge makes a person social intelligence(Cantor & Kihistrom, 1987). Significant clarity in the problem of social intelligence and strategies for achieving the goal was made by the work of Nancy Kantor and colleagues. They distinguish two strategic patterns they call optimism and defensive pessimism (Cantor & Kihistrom, 1987; Cantor & Fleeson, 1994; Norem, 1989; Sanderson & Cantor, 1999). People who choose an optimistic strategy for achieving a goal have relatively positive expectations about their achievements and experience relatively less anxiety about the activity being measured. Persons with defensive-pessimistic tendencies, on the contrary, are not sure of their success, even if they were successful in the proposed type of activity before, and also experience anxiety before completing the assigned tasks.

An interesting feature of defensive pessimists is that their negative thoughts and experiences do not necessarily impair their performance. Perhaps anxiety motivates them to achieve better results. In a longitudinal study of students transitioning from high school to a prestigious college, optimistic/pessimistic strategies were assessed using a self-report method (Cantor, Norem, Neidenthal, Langston, & Brower, 1987). In addition, students assessed upcoming academic and social challenges and shared their plans for overcoming them. In the field of education, optimists and pessimists were equally successful. However, their paths to success were different. Among students with optimistic strategies, those who believed in their own success at the beginning of the year and did not have significant discrepancies between the concept of the real self and the concept of the ideal self (Higgins, .1987) received high marks. Thus, among optimists, positive perceptions were associated with success. For pessimists, the situation was different. Pessimists' expectations of performance were not related to subsequent achievement. For pessimists, academic success was associated with a greater, not less, discrepancy between the real self and the ideal self (Cantor et al., 1987). Thus, in different groups, positive/negative thoughts perform different motivational functions.

The terms “optimist” and “pessimist” raise the classic question of cross-situational consistency in personal functioning. Does a person follow optimistic/pessimistic strategies in all spheres? Or do strategies change when moving from one life task to another? Cantor et al. (1987) identified groups of pessimistic and optimistic students (that is, people who use different learning strategies) and asked them to rate two life goals: getting good grades and making friends. For both tasks, a range of parameters were measured, such as perceived difficulty, controllability, and task stress. With respect to the task of getting good grades, the scores of optimistic and pessimistic students differed significantly in almost all parameters. But with regard to the task of finding friends, the same people did not differ on any parameter (Cantor et al., 1987). In other words, there was no evidence of strategy transfer from task to task. People distinguish between different life tasks, and their strategies and ideas may vary from one area of life to another.

Although academic and social tasks differ, experience in one area can be transferred to another. Harlow & Cantor (1994) found that some students do link tasks from different areas. Their satisfaction with their social life partly depended on the success of their studies. Students who allowed their academic anxieties to spill over into the realm of social relationships were less satisfied with their social lives.

Life task theory offers an interesting perspective on issues of personal coherence and stability. Life tasks such as professional success or the establishment of full-fledged interpersonal relationships, persist for a long time. Therefore, the main goals of a person are stable personality structures. However, stable goals do not necessarily manifest themselves in stable behaviors. If life circumstances change, it may be necessary to change behavioral strategies. Sanderson and Cantor (1999) provide an example of a situation where schoolchildren require different behavioral strategies than divorced adults to achieve the goal of building intimacy. Although stable affective and behavioral tendencies are traditional signs of personality continuity in psychology, it is equally important to investigate the stability of systems that, when different conditions may be more stable than the observed behavior.
Methodological problem: do people know what they are doing?

At the end of the section on goal systems, we will consider one methodological problem. In most of the studies we have described, people's goals were assessed using a self-report method. As a rule, subjects are asked to list the activities that are currently significant to them. This method has many advantages. Relatively unstructured methods make it possible to identify individually specific target structures that reflect and organize human life. But all these methods have one drawback. With their help, it is impossible to identify important personal goals that a person either does not want or is not able to communicate.

People sometimes fail to articulate the goals that actually guide many of their actions. Teenagers can practice different types activities whose common goal is to assert their emerging masculinity or femininity. But they won't tell you their purpose if you ask them. As Westen (1991) points out, it is particularly difficult to identify emotionally and sexually charged representations and goals using standard self-report techniques. Therefore, it is advisable to develop new goal assessment strategies beyond those that involve an open request to list one's own goals.
Distraction and difficulty in fulfilling intentions

Analysis of the goals and ideas of a person about himself is necessary, however, it is not enough to explain motivated actions. This is due to the fact that people often fail to carry out actions that they consider desirable, can, in their own opinion, carry out and have the intention to do so. People are simply distracted by other things, and good intentions remain unfulfilled.

In this regard, the classification proposed by Heckhausen seems convenient. He distinguishes "the decision to act" from the regulation of actions, when "the decision has already been made." His Rubicon model distinguishes between cognitive activity in deciding whether to act or not (eg, Caesar's decision whether to cross the Rubicon) and cognitive activity in taking action until the goal is reached (Heckhausen, 1991). Decision-making processes are responsible for the formation of intentions, and volitional processes are responsible for regulating actions.

In refining this classification, there are four stages in the sequence of human behavior (Gollwitzer, 1996; Heckhausen & Gollwitzer, 1987). First, a person must choose a goal that he will achieve, then develop a plan to achieve it. As he attempts to implement his plan, he must evaluate actions and adjust his strategies as necessary. Finally - and we will discuss this problem in detail later - a person must be able not to be distracted by alternative activities that will interfere with the achievement of the goal (Kuhl, 1984). It should be added to the above that, according to Gollwitzer (Gollwitzer, 1996), first, at the stage of goal selection, thinking attitude when a person reflects on the desirability and feasibility of various goals, and immediate steps towards the goal are associated with installation for implementation when a person focuses on strategies and plans to achieve a goal.

GOAL MANAGEMENT
Tarelkina Tatiana
"Management today", №1, 2003

Goal management system: a trendy concept or a real management tool. What does the goal management system give, what are the limitations of the system and whether it is possible to prevent them. How to implement a management system by goals and to whom it is "shown". The most typical mistakes in its implementation and use.

Management by Objectives (MBO) is a management term and concept introduced into business by Peter Drucker back in 1954. This is a system based on clearly formulated goals of the company and each of its employees, they are also the expected results of the activities to which they aspire and evaluate their achievement. The concept was so successful that as early as 1986, George S. Odiorne wrote that "most Fortune 500 companies manage their major divisions by purpose."
The benefits of "Management by Objectives" are well known to everyone:
· Built a hierarchy of goals (from the strategic goals of the company to the operational goals of employees);
Consistency of goals at all levels of management;
· Objectivity of labor evaluation criteria;
· Clear and accepted by employees criteria for evaluating their work;
· Constant feedback and the ability to quickly evaluate and adjust the activities of employees, departments, and the company.
The "weak" sides, as a rule, include the "expenses for its development", the UOC requires time, effort and resources. But as they say, "you have to pay for everything in life." Besides:
- this tool involves the participation of many, time and effort are shared;
- the development, implementation and adjustment of the system requires more time than maintaining its work in the future.

In Russia, this concept has been applied relatively recently and its popularity is only growing. The Internet forums are already discussing the strengths and weaknesses of the MBO, participants share their experiences and opinions about this management tool.
Many thanks to: resource e-xecutive.ru, the forum and its participants, who recently very actively discussed this interesting topic and collected a "bank" of various links on the topic. Of course, from a research point of view, it is not correct to make generalizations based on the results obtained in one forum and draw conclusions about the application of the UOC in our reality. But it is difficult to refrain from commenting, because the results were quite expected, and many were even pleased. I would like to generalize the possibilities and limitations of the system.
What does the UOC system give:
- Consistency of goals, their achievement, keeping the organization on the strategic vector, increasing the manageability of the company - such results are worth a lot. What more could you want for the company, its leaders and employees.
Aligning goals is the second most difficult task in management, after agreeing on values. In addition, additional benefits of this process are the establishment of communications between departments and understanding of mutual influences, as a result, the speed and quality of information exchange, decision-making increases, responsibility and team cohesion increase;
- Indeed, thanks to the practiced skills of setting goals according to all the rules and moving them to a qualitative level, there comes an awareness of the "second order", when a company, manager, employee sees goals at a new level, you see everything seems to be the same, but you understand and accept goals quite differently. This is how awareness begins to awaken. Awareness of the third, fourth, etc. levels is directly proportional to the increase in responsibility that a person takes on, regardless of the position held. Thus, the employees and the organization itself develop. In addition, "consciousness" of goals and one's activities dramatically raises the level and quality of employee motivation, is a catalyst for purposeful activity and initiative. The goal formulated and prescribed according to all the rules literally begins to "work" and attract all the necessary resources to itself: information, people, etc.;
- The task of building a clear hierarchy and quantitative comparison of goals is indeed the most painstaking and difficult task in the UOC, requiring experience, patience, creativity and the desire to solve it. The task is "achievable but not easy" J.
- Goal management is, first of all, a system. The loss or non-use of any of its elements or stages is unacceptable for the system, it dies. To understand what is element of the system, especially the key one, it is enough to imagine the operation of the system without this element. Therefore, the UOC without feedback, an appropriate motivation system, or the use of MBO only to agree on goals and realize one’s activities, while excluding its possibilities for quality planning and objective assessment (the primary goals of this system), is anything but management by goals;
- Planning and evaluation are really vulnerabilities in management. If a person wants to find a loophole, he will definitely find it and justify that "the grapes are green." It is not possible to obtain complete, reliable, objective data, then what is the point of planning and evaluating something. Precisely because "everything in the world is relative" - one should plan and evaluate the activities of the company, managers, employees in order to understand where we are now, how we got here and what needs to be done.
- Limitations - there is a point of development for an employee or company, especially when they are interconnected. There is the possibility of solving a complex problem, the possibility of "killing two, three, etc. birds with one stone", which is no place for creativity.
- It is important to decide for which companies, in what situations the use of the UOC is most effective, and also under what conditions the UOC system will take root in the organization;
- The introduction of any system is a task of medium complexity among implementation tasks and is quite feasible. Resistance is a natural response to the unknown. There are key factors that are common to all levels of implementation complexity, ensuring its feasibility and effectiveness. The key factor is always the desire and "managerial will" of the key persons of the company.
Any company, using MBO, solves some of its problems, placing more emphasis on the relevant capabilities of the system, because we have not yet accumulated our own experience that could be generalized, and it is not entirely correct to draw a copy of Western experience.
Consider the basic principles, elements and steps required for effective work UOC systems.
Besides, basic principles characteristic of any planning and reporting system: a tree of goals, cyclicality and closure, feedback, specificity and measurability, regularity and constancy, a single standard - the UOC system includes such principles as the principle of participation and the principle of holism.

1. Goal tree
At the core company activities lies the strategic plan of the company (3-5 years), which contains the general goals and directions of the company's development. They are achieved gradually, each year there is a plan, on the basis of which plans for areas (marketing, personnel management, etc.), departments and employees are already being formed. That is, the principle of "matryoshka" works: each subsequent one is an exact copy of the main one, but at its own level, in its own volume.
There are companies in which "daughters" work as independent business units, their plans are prescribed for them, as a rule, they are based on a calculated business plan.
If the nesting doll principle is not used, then as a result: you can come to something else instead of the goal; the general goal can be perceived as not "real" or not "lifting", in both cases this demotivates the staff, as well as the lack of precise and clear goals and ways to achieve them.
2. Cyclicity and isolation
The UOC, like any other system, has its beginning and its end, it is a plan and a report, which are practically Siamese twins, serve as the basis and evaluation criterion for each other. The plan is a virtual way to achieve the set goals, the report is its real passage. How well the plan was thought out, its reference points and criteria for their achievement were determined, it will be so easy to follow it. The report is the basis for the next plan and, as a rule, corrects specific actions, decisions, achievement criteria. Thus, they are closed to each other and represent full cycle. The subsequent plan and report represent a new round of the cycle. It turns out almost "development in a spiral."
Difficulties may arise if: the reality of the report has nothing to do with the plan; analysis of the report is not used as a corrective tool, and all errors are safely transferred to the new plan; when passing a new plan-report cycle, you have a clear feeling of complete "déjà vu".
3. Feedback
Planning and reporting is already a feedback, in addition, the system permeates the entire company from top to bottom and from bottom to top. Thanks to the reports, everyone (management, departments, departments, employees) receives feedback on: the results and quality of the work done, the reality of the goals set and the ways to achieve them.
Difficulties arise if the feedback principle is used formally, like everything you need to eat, but information does not pass, is lost, distorted, there is no live two-way feedback between management and subordinates.
4. Specific and measurable
This is achieved due to the presence in the plans and reports of goals, criteria and deadlines for their achievement for each area of activity (company, division, employee). For example: sales volume (in %), number of target customers, number of lost customers, number of claims (complaints).
Deadlines and criteria make plans not only more clear, understandable, specific, they serve as guidelines, beacons for achieving goals, are the driving force, catalysts of activity. Then they perform the functions of monitoring and evaluation.
Difficulties can arise if the deadlines and indicators are not realistic, overestimated or underestimated, in the end, both of them demotivate the staff; if they are not there, then there is no coordinate system; it is not clear what to strive for, what to achieve, how to understand what has been achieved, how to evaluate the result of the activity.
5. Regularity and consistency
Each company has its own frequency for plans and reports of various levels. Standard: year, half year, quarter, month. For the sales department, weekly and daily sales plans and reports are often introduced. It is important that this be really regular and constant, otherwise there is no point in it. Why? From a scientific point of view, in order to draw conclusions and make the right decisions, it is necessary to analyze the results for the same periods of time. From the point of view of management, this is organization and control, that is, discipline, both for employees and for managers.
The following difficulties may arise: incompatibility of data, making poor-quality decisions, chaos in the work of the company, "unbridled" employees, etc.
6. Single standard
The plan and report may contain any sections necessary for effective management, however, it is important that the form of planning and reporting is standard and observed by everyone - this greatly facilitates analysis and decision-making at the highest level, makes it possible to compare departments with each other, evaluate the effectiveness of each department. To optimize work, some companies also introduce uniform standards for formulating goals and requirements for filling out plans and reports.
The following difficulties may arise: different indications of units, lack of accurate information; the ability of departments to "shift" responsibility on each other; a lot of management's time is spent collating and comparing data, and management's time is expensive and valuable.
7. The principle of participation
The advantages of involving or participating in the management of the company's affairs quickly become tangible and obvious, these are: "assignment" ("assimilation") of the company's action program, "acceptance" of responsibility by employees, an increase in the level of activity and "anticipatory initiative", an increase in job satisfaction, etc. .d. Moreover, according to the results of research by Western experts, the achievement of these effects becomes possible thanks to even the simplest forms of involving employees in the processes of discussion, planning, and decision-making. In what format it is possible to implement this principle largely depends on the traditions in the company and its size. Small companies win in this sense.
The absence of this principle can be observed all the time, it is most eloquently expressed in sayings: "My business is small", "From the fence to dinner", etc. The other extreme is the system of collegial decisions on any occasion, as a rule, this is due to the personality of the leader, this wonderful opportunity evade responsibility.
8. The principle of holism
This principle consists of two parts: the principle of coordination and the principle of integration. Organizations are divided into levels, each level - into units that differ in function, product and market served. Coordination covers the interaction of units of the same level, i.e. horizontally, integration - between units of different levels, i.e. vertically. The combination of the principles of coordination and integration gives us the principle of holism, according to which, the more elements and levels in the system, the more profitable it is to plan simultaneously and in interconnection.
If this principle is not used, then each division, at best, "pulls the blanket over itself", at worst, by its activities leads to losses expressed in specific figures due to the lack of interaction with other divisions, "blocking oxygen", hiding important information, etc. .d.

The main elements and stages of Management by Objectives are:
1. Planning activities and setting individual goals
2. Current monitoring of performance and information exchange (feedback)
3. Intermediate and final assessment of the performance of personnel.
Auxiliary and mandatory tools are the motivation system and the information system. Let's consider all the components in more detail.

1. Planning activities and setting individual goals
The first stage is the basis for all others and it really falls on the biggest load:
- development of a tree of goals - "nesting dolls" at all levels and directions (strategic and operational);
- formulation of goals that meet the requirements for setting goals;
- competent prioritization (at all directions and levels);
- coordination, linking the goals of departments at the same level and at different levels;
- consistency and balance of personal and corporate goals.
The quality of its development depends on the passage of all other stages and, as a result, the achievement of the goals. Let's briefly review these components.

Goal Tree
In the example below, the matryoshka is clearly visible in terms of the time component of the goals.

Matrix for the development and formulation of company goals

Content Goals	Temporary goals
Content Goals	Short term	medium-term	Long term
1. By profit	Reduce production costs	Increase turnover by 50%	Achieve a sales volume of 450 million rubles
2. By customers	Retain loyal customers	Find new customers	Expand your customer base by 10-20%
3. By area of interest	Increase the competitiveness of the product	Expand range	Find a new market niche
4. According to the growth of the company's potential	Retrain workers	Invite new specialists	Prepare highly qualified specialists
5. By employees	Encourage the manifestation of initiatives	Develop a new incentive system	Pay employees at the rate of 10% of profit
6. Management	Identify the main problems	Manage communications between departments	Form a management team
7. By supplier	Switch to cheaper domestic raw materials	Completely replace foreign raw materials with domestic ones	Create a new supply chain
8. By outlets	Interested resellers	Reorganize the trading network	Develop a trade marketing system

Goal setting requirements
So, we come to the need to define the goal. The hardest part of this process is finding good criterion measurability. Indeed, how and in what units to measure success? How to do it?
1) The goal should correspond to the main idea.
2) The goal must satisfy a set of criteria. Goals should be:
· Are formulated clearly and clearly (unambiguously perceived by all participants in the planning process);
Specific and measurable (if possible quantitatively or qualitatively);
· Limited by what you can control;
· Achievable, but not too easy; their achievement must require effort;
· Are related to the urgent tasks and problems of the organization, and not only to the personal interests and preferences of owners, employees or management;
· Clearly reflect the order of priorities;
· Calculated for a certain period of time, at the end of which they must be reviewed and adjusted;
Formulated using active verb forms (only not in imperative mood), that is, to denote an action;
· Positive and motivating;
· Objectives must be agreed upon.
Someone is more accustomed to perceive the criteria with the help of S.M.A.R.T. We decipher the abbreviation - a well-set goal should be: Specific- specific; Measurable- measurable; Achievable- achievable; resource-provided- provided with resources; Timed- with fixed deadlines. (To be fair, we note that A sometimes interpreted as Aggressive- active, energetic, or Agreed- agreed, and R- how Realistic- realistic). Compared to the above list, a very important criterion is added here - availability of resources.
The goal is the expected result of the activity. The simplest means of checking the result is to ask the question: "What will we take as proof of our success"? The answer to this question will be a well-formulated goal, including the measurability of quality, terms and conditions.
It is good if the goals are determined by quantitative characteristics, for example, a 2-fold increase in working capital. What can serve as success criteria for a secretary? Compliance with business rituals, ethics of telephone conversations, absence of complaints. What about PR activities? With training? The main question is what we want to get from (the corresponding activity) as a result. The answers to these questions, expressed in numbers, can serve as an example of correctly set goals. The Measurable criterion is often defined as a range of values, or generally characterized only by qualitative indicators. Therefore, they need to be defined with great care so that the concept of "use as effectively as possible" has a specific content.
I would like to pay special attention to the substantive part of the formulation of the goal. This can also become a bottleneck. For clarity, let's give an example: A vertically integrated holding, the focus of activity is Agriculture. One of the company's strategic goals - "Cost Reduction", is broadcast to all "daughters" and is actively encouraged by the "mother". "Daughters are happy to try", but each in its own direction, not taking into account the interests of the parent company and other "sisters". A "daughter" that raises pigs using a special technology sells its products to everyone at a commercial price, for another "daughter" - a sausage factory - the conditions are the same, which by itself is not profitable. The second "daughter" has to buy raw materials on the side, so as to keep the appropriate price level at the exit, as a result, quality suffers - instability and there is a direct loss of customers. As a result, despite the success of one of the daughters, who were naturally rewarded (% of the profit to the director, bonuses to employees, resources for the "daughter" as a whole), by the end of the year there was a clear picture that the holding as a whole was only losing.

Smart prioritization
The most visible, effective and easy method is the Eisenhower Window
The Eisenhower window has two dimensions - importance and urgency. This simple matrix allows you to organize tasks, determine what needs to be done first and what to plan, what can be delegated, and what should be abandoned. The manager's problem is to fill this matrix honestly. Usually the manager gets the feeling that everything he does is both important and urgent. Putting a filter for some cases, redistributing them is very difficult. The skills of setting true priorities, a kind of skill that should be mastered. The main secret is to admit to yourself: most often we do not at all what we should. And we formulate it imperceptibly for ourselves, subconsciously. Planning with the Eisenhower window helps you determine what you actually need to do.

Important
Things are important, but not urgent. There is usually not enough time for these things. Most of spent on emergency work and routine. And they can be greatly reduced by devoting more time to precisely these important things. This is work on developing a strategy, formulating goals, building a motivation system, analytical work, etc.	Things that are both important and urgent. These are rushes. When it is very important to fulfill everything on time - obligations to customers or the state. This group of cases can also be practically minimized if more time is devoted to important (but not urgent) cases. This can be done primarily through planning, clear logistics and an increase in the overall level of management.
Things are not important and not urgent. These are direct losses of time, they should be sought to be reduced. For example, smoke breaks; duplicating work with someone else; discussions that do not lead to a result; extraneous phone calls, etc.	Things are urgent, not important. Usually this is the so-called turnover. The work must be done, but the effect of it is small. You can greatly reduce the amount of turnover by introducing standards of activity, rules, regulations, automating procedures. Often such routine work can be reduced by several times through the use of new technologies. And, accordingly, free up time for important (but not urgent) work.
Urgently

Coordination, linking the goals of departments at the same level and at different levels
This is where the involvement of staff in management of the company, only it had to be done at the first stage - the development of the company's strategy. Then they consider it theirs, better understand that the result depends on teamwork all departments, their role and responsibility in achieving the overall result. A unifying foundation has been laid, further linking takes place at meetings, working groups, etc. The harmonization of goals horizontally occurs at the stage of setting, when the manager discusses and analyzes with subordinates how the goals facing the company (division, department, working group) can be achieved. At the same time, a higher-level manager uses his knowledge and understanding of the company's strategic priorities, and a subordinate - knowledge of the specifics of activities in his area. At the same time, clear and measurable criteria for achieving the goals set are defined and agreed upon.

Aligned and balanced personal and corporate goals
The inclusion of each employee in the process of planning their activities not only instills appropriate skills, starts the process of awareness, but independent planning (even if clumsy at first) increases employee motivation and the ability to satisfy both their own and other people's desires. In addition, self-written plans are a good feedback for the manager, how ready a person is to take responsibility, how much he takes into account the strategic line of the company in his plans and how much his actions "work" for the company.

2. Current monitoring of performance and information exchange, feedback
An important distinguishing feature of control in the UOC is the objectivity of the evaluation criteria and a much higher level of self-control of employees. The employee knows by what criteria his work will be evaluated. Moreover, he is directly involved in their development, which means that he perceives the evaluation criteria as his own, and not imposed from outside. Regular communication between the superior and the subordinate in the framework of feedback, which is an integral attribute of the UOC, allows the leader to manage more subtly and efficiently.

3. Intermediate and final assessment of the performance of personnel
If the first stage of staging is completed qualitatively and the motivation system is agreed with the UOC, then at this stage everything happens by itself, accurately, clearly, clearly. At this stage, the main attention should be paid to the actual assessment and analysis of the results: what was achieved, what worked (due to what), what did not work (why), what can be done better, etc. Here the principle of regularity and constancy and the principle of feedback come into force. The manager needs to find time for feedback in order to guide employees, adjust their activities and motivate them to achieve the set results.

Motivation system, built within the framework of the UOC, offers the manager everything that is necessary for successful motivation and stimulation: clear and measurable goals, deadlines and criteria for evaluating work, in the objectivity of which the employee is sure, knowledge of the result-reward ratio before starting work, a sense of ownership and understanding of the company's strategy that arises among employees at the time of setting goals and discussing criteria and is supported by regular feedback.
Information system, as well as the motivation system, performs supporting and providing functions in relation to the UOC. Its task is the collection, processing and primary analysis of information necessary for decision-making.

Implementation of the "Management by Objectives" system
"Management by objectives" - a complex system that includes all the functions and mechanisms of management and working on them, "system of systems". Therefore, it must be used in full, its partial use is reflected in the level and quality of all included parts. The most common bottlenecks are the feedback and the motivation system, they either do not exist at all, or they are not linked to the UOC system, and live on their own. The involvement of personnel in the development of this system can already be considered the beginning of implementation, ensuring its success by 30%.
The main provisions for introducing changes are known in principle, but for some reason, this rake is quite often stepped on:
- assess the readiness of the company to implement specific changes;
- regular informing of employees, constant feedback;
- go through the main stages of implementation: planning changes, starting work, detailed execution of work, completing the implementation of the system.

An assessment of the company's readiness for implementation can be carried out according to the formula proposed by Gleicher:
C=(ABD)>X, where
C - changes;
A - the level of dissatisfaction with the status quo;
B - a clear representation of the desired state;
D - the first practical steps towards the desired state;
X - cost of changes ( financial expenses, time, effort, discomfort.
It follows from the formula that changes should occur then. when there are three elements - A, B, D and more, taken together they give a greater effect than the cost of making changes. A company's readiness for change will be insufficient if A, B, or D are too small. The level of dissatisfaction can be "warmed up" (if the company really needs change) by providing facts and showing the unsatisfactory situation, how this will affect the company in the near future and the employees themselves.
Often, it is the lack of information about upcoming changes that causes nervousness and gives rise to rumors (mostly of a negative nature). Do not give any information, hold "closed meetings" on the topic, walk around with an important and mysterious air, the easiest recipe for getting resistance.
The main points at each stage of the implementation of changes:
Stage 1 - Clear planning of changes. On the one hand, do not spare time and effort on it and work it out qualitatively, on the other hand, do not delay it, because you can miss the moment of the necessary level of dissatisfaction with the situation. Unfortunately, at this stage, everything often ends. Often understanding of the nature of change can only come during the implementation project, so planning must be flexible.
Stage 2 - Start of work. It is very important at this stage that everything works out and the result is visible. It is good to start with some small and easily solved problem.
This will inspire the staff to further exploits in the name of the company. In addition, this is a safe level where you can understand the balance of power, who is for, who is against or quietly sabotages, who is ready to take responsibility and who is not. Identify the "change agents" who accept and guide the masses.
Stage 3 - Expanded implementation of changes.
The main difficulty is that the process of change can take months or years. With a long-term implementation, there is a high probability of a decrease in motivation, "fatigue" from the process and uncertainty, constant changes. Maintaining interest is possible due to the active involvement of staff in the implementation of changes and the creation of an atmosphere of trust.
Stage 4 - Completion of changes.
It is important to consolidate the result, analyze the implementation, and revise the technology for making changes for the future. Naturally, it is necessary to evaluate the contribution of everyone, and provide employees in the form of rewards and feedback.
The main engine, the decisive factor in carrying out changes is the "managerial will" of the leaders. There is an opinion that if the organization is constantly implementing changes, then over time (after seven successful iterations), the staff begins to take them for granted and the attitude towards them changes.
There are three basic conditions that ensure the effective implementation of the "Management by Objectives" system:
- Formalization of the company's activities (availability of proven systems, technologies, work standards, etc.). All this is characteristic of the second stage of the company's development - the stage of regulation. This is the time for a good start in the implementation of the UOC, since at the next stage of "internal entrepreneurship" it is already vital;
- Competence of middle and top-level management has a strong influence on the UOC system (the quality of planning, a systematic view of the company and the processes taking place in it, the ability to delegate, involve personnel in the work, set tasks, monitor their implementation, etc.).
- Efficient Management time.
If any of the basic conditions is missing or is not sufficiently developed, then at first it is necessary to “grow it up” to the level when the introduction of the UOC becomes possible and justified.
Goal management is an effective management tool that requires precision, perseverance and patience. It is necessary to spend a lot of time to develop a full-fledged system of the UOC. The main thing is to bring the development of the system to its logical end, to implement the system in work and monitor the correctness of its use. It is important to introduce the UOC system when it is really necessary for the company and there are all necessary conditions. Partial use of the UOC or the introduction of an unfinished system only discredits it in the eyes of the company's managers and employees. An attempt to re-implement (when the system is really needed for the company) will cause natural resistance.
Thus, the management system by objectives is a "second order" management tool. And, accordingly, this tool gives the greatest effect when implemented in organizations that have successfully solved all typical problems growth mentioned above. If the organization has not yet carried out purposeful work to analyze its own state, no work has been carried out to identify and use reserves, then it is clearly premature to set the task of switching to a management system by goals. The introduction of a management system by objectives should be preceded by a serious revision of management and the introduction of such basic management tools as a planning system, an information system, a decision-making system, a control system, etc. Unfortunately, according to our experience in advising Russian enterprises, most of them today are not ready for a full-fledged implementation of a management system by objectives, and therefore there are so many failed attempts and, accordingly, negative assessments of the UOC system by business leaders. On the other hand, companies began to appear, realizing that there are no management tools that would be a panacea. They approach the issues of increasing the efficiency of activities and their own development in a comprehensive manner, solving problems consistently and systematically. And it was they who managed to use all the possibilities of the UOC - to make the business transparent, to increase the professionalism and loyalty of the staff, to ensure the focus and stability of the business.

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