Mission - determination of the list of current and promising directions activity of the enterprise, identifying priorities in strategy, i.e. those fundamental principles and norms of business that will determine the image of the organization in the future. Distinctive feature The mission is that it must be completed after a certain period of time.
The duration of the mission must be foreseeable and fairly short. As practice shows, most often this period is five years. This is done so that the generation of workers present when the mission statement is adopted can see the results of their labor.
It is necessary to distinguish between a broad and narrow understanding of the mission.
In a broad sense, a mission is considered as a statement of philosophy and purpose, the meaning of existence of an enterprise. The philosophy of an enterprise defines the values, beliefs, principles according to which the enterprise intends to carry out its activities. It is the purpose that determines the activities that the enterprise intends to carry out and what type of enterprise it intends to be; the philosophy of the enterprise usually rarely changes. Although it may change, for example, with a change of owner. As for the second part of the mission, it may vary depending on the depth of changes that may occur in the enterprise and in the environment of its functioning.
In a narrow sense, a mission is a formulated statement regarding why or for what reason the Enterprise exists, i.e. mission is understood as a statement that reveals the meaning of the existence of an enterprise, in which the difference between this enterprise and similar ones is manifested,
The mission statement of an enterprise is the first step in rethinking the business. The mission statement is an expression of the vision of your business, your company. The mission helps to achieve Clarity of purpose within the company, serves as the foundation for making all important decisions, introduces an element of commitment in achieving the goals of the enterprise, and leads to understanding and company support in external environment in achieving her goals.
The most difficult thing in the entire planning process is the formulation of a mission statement, which is carried out at the first stage of creating or improving a business. This must be done before the planning process as a whole is completed. Often, a mission statement is rewritten several times as knowledge about competitors and other elements of the external environment changes. A mission statement functions as a communication tool to help a company achieve an advantage over its competitors. The statement conveys the enterprise's intentions, goals and directions to the people involved in This business. It acts as a catalyst for the activity of everyone involved in a particular business:
I owner of the enterprise;
key management (people holding key positions in the business);
employees. We need to help them understand the goals and objectives of the enterprise and their role in achieving these goals;
suppliers. It is necessary to help them understand the goals of the enterprise and the possibilities of their impact;
consumers. They should be helped to understand what a particular business is focusing on and that they are the focus of efforts.
If the mission statement helps to gain support from all of the above people, then it has fulfilled its function successfully. Having such support, a mission statement helps to gain an advantage over competitors. We can say that a team is being created that has a certain strength.
The special significance of the mission for the activities of the enterprise lies in the fact that the mission is the basis, the fulcrum for all planning decisions of the enterprise, the further determination of its goals and objectives. The mission creates confidence that the enterprise pursues consistent, clear, comparable goals; helps to concentrate all the efforts of employees in the chosen direction, unites their actions; creates understanding and support among external participants of the enterprise (shareholders, government, financial firms, etc.) and everyone who is interested in its success.
The goal is the basis, axis, core around which all management activities are formed. There are many definitions of purpose. Let's limit ourselves to just one.
Target - this is a specific state of individual characteristics of an organization, the achievement of which is desirable for it and the achievement of which its activities are aimed.
There are several types of goals.
Distinguish long-term And short-term goals. The basis of this division is the time period associated with the duration production cycle. Long-term - goals that are expected to be achieved by the end of the production cycle. The division into short-term and long-term goals is of fundamental importance, since these goals differ in content. The difference is that short-term goals are much more specific and detailed than long-term goals, such as who should do what and when. There are situations when it becomes necessary to establish medium-term goals between long-term and short-term goals.
The goals of the enterprise are divided into economic and non-economic. Non-economic goals are, for example, improving working conditions, shaping the image of the enterprise, etc. Economic goals are expressed in indicators economic activity and are divided into quantitative (for example, increasing income) and qualitative (for example, achieving technological superiority).
For the successful operation and development of an enterprise, goals can be grouped into the most important groups.
Material goals (goals to achieve certain material results). These include the future product-market program of the enterprise, which is more often called simply a “product program”. Material goals can also have a cost expression.
Material goals are achieved through the implementation of certain activities, called action goals. (Goals-actions - special events, with the help of which the goals necessary for the successful operation and development of the enterprise are achieved without attracting resources.)
Cost (monetary) goals. These include expected future financial results. This may be, for example, the value of capital, estimated and book profit, or individual components of these financial results, for example, receipts and payments, revenue from sales of products, costs, income and expenses. These goals include the level of liquidity necessary for the existence of the enterprise and liquidity components (availability working capital, receipts and payments cash). Cost goals can be characterized by absolute and relative indicators, for example, annual profit and profitability.
Cost goals are realized only through the achievement of material goals and action goals.
Social goals. These are the so-called humanitarian goals - the desired future relationships between people both within the enterprise itself and with the public outside the enterprise. Social goals determine the model of behavior in relation to personnel, individuals and social groups in the subsystems of the enterprise itself and in the external environment. Partially this behavior is enshrined in law. Social goals can be both monetary and non-monetary. For example, staff income level, interesting work, enterprise culture, employee identification with the enterprise and its goals, enterprise image, environmental protection, etc.
Social goals are achieved through the implementation of material, cost goals and other action goals.
Enterprises currently operate in conditions of constant changes in the external and internal environment. Therefore, such properties of the enterprise as flexibility and adaptability, which should be considered as special goals lying in a different plane of consideration, become very important for them.
The enterprise must definitely find out whether all the listed goals can be achieved directly as goals-actions; this requires preliminary implementation of special targeted activities using resources.
In terms of scale, extreme goals can be distinguished.
From the point of view of the time horizon, a distinction is made between goals that are achievable at a certain moment (point goals) and goals that are valid over a certain period (trajectory goals). In a competitive economy, all goals can be characterized in comparison with the goals of competing enterprises as goals that provide competitive advantages.
The content, scale and time horizon of top-level goals are determined mainly by the interests of the enterprise's top management. Of particular importance in this regard is their vision of the future, which was discussed above. This is a concentrated expression of the desired state of the enterprise in the future, i.e. the meaning of its existence, highest goals and level of aspirations. The vision is further detailed in the so-called target picture of the Enterprise, as well as in the principles of the enterprise and the principles of its management. The highest goals, vision, target picture, enterprise principles and management principles form the subject of enterprise policy. strategic organizational structure hierarchical
In addition to the above purposes, which directly important For an enterprise to be successful, it must also have higher goals.
The highest goals of the enterprise include vital, cardinal restrictions (conditions) determined by law and public opinion, for example, protection and improvement of the environment;
the use of progressive (innovative) but not environmentally harmful technologies;
preservation of the social market economic system for a competitive economy;
ensuring a free democratic social order. The main goal of any enterprise is successful operation and development. This requires compliance with all or most external conditions, which in practice means some voluntary restrictions.
Managers and owners of enterprises must know that society requires them to take responsibility for planned and actually committed actions, in order to, in turn, trust and contribute to enterprises.
Connections between goals. In an enterprise, goals can be interrelated in different ways. There are different vertical and horizontal connections between goals. Vertical connections between goals are presented in the form of objective subordination of goals at different levels (the relationship between goals and means). A lower level goal is a means to achieve a higher level goal. Vertical connections allow you to form a hierarchy of goals in the form of a tree of goals.
The horizontal division of goals into main and additional ones is based on subjective assessments of decision makers. Both horizontally and vertically, additional connections may arise between goals, determined by the area of decision-making. Goals can be in relation to one another in a state of complementarity, identity, neutrality, competition and contradiction. Only if a manager knows the specific decision situation can he establish the nature of the connections between goals.
Managers must be able to transform the highest goals of the enterprise into operational subgoals-tasks for performers, on the basis of which programs (goals-actions, sets of tasks) are then formed. The disaggregation of goals should be carried out at all levels in accordance with the current organizational structure enterprises. The set of goals of the enterprise and their connections forms the structure of the goals of the enterprise, which can be presented in the form of a tree of goals.
I caught a new Russian goldfish.
Let me go, I will fulfill your three wishes,” says the fish.
First wish: I want our team to become world champion in football. Second wish: I want the great Pele to say that our team is the greatest team of all time. And the third wish: I want the whole country to rejoice.
Bang-bang - and everything went dark. He woke up and looked - he himself was black, blacks were dancing around him and shouting: “Brazil! Brazil!!!”
The bottom line: What do we want? How should it be? What are we aiming for?
It all starts with a goal. The goal is the guiding star of any strategy; without it, it loses its meaning. As a rule, we are not talking about one goal, but a complex of them. At the same time, we can pursue goals from different areas of life: career goals, relationship goals, health goals, etc. It would be a mistake to ignore some goals for the sake of others, if all of them are important to us.
The purpose of this section is to set goals or clarify them, the essence of which is to answer a simple question: what do I want? As noted, the answer to this question is a set of goals. They, in turn, may consist of subgoals necessary to achieve goals. Thus, the question “what do I want” is added to the question: what do I need for what I want?
Main goal and subgoals
I'll tell you a story from my experience in sales. Then I worked in a company engaged in sales and maintenance of legal support systems “Garant”. It was probably already the end of the second month of my unsuccessful attempts to sell this system. It’s clear that this didn’t make me very happy. Even if we take into account that these were my first two months of working in sales, and I, naturally, had no experience, still these two months could well have become my last months of working in sales. Because the salary was mostly formed from a percentage of sales. No sales - no interest, no interest - no salary, and no salary - nothing to live on. Isn't it time for me to look for another job?
And with such sad thoughts before the next departure to potential client My head of sales stops me. The boss’s name is Stas, 6 years older than me, about 12 years of experience in sales (and very successful experience). His salary is formed to a greater extent from the condition of fulfillment of the sales plan by our department and to a lesser extent from the fixed salary part. Naturally, he is also interested in the success of each individual manager (we were called sales managers).
So, the boss stops me and asks:
Valera, where are you going now?
I answer: “There, there.”
Why are you going there?
Hmm, strange question. I say:
Conduct a presentation, show the program, everything as taught (here it should be noted that such sales are based on a good presentation and we were taught this).
Yes,” he says, “everything is correct, but that’s not what you’re going there for.”
Why? - I ask, perplexed.
You are going there to SELL! Your goal is to SELL, not to make a presentation. Understand?
I am digesting this simple but profound thought.
Yes, I think I understand.
Well done. So go and sell it.
Fine:).
That day I made my first sale. A sale that allowed me to continue working, mastering a difficult science active sales. I was lucky to figure out how to set goals correctly, but others are not. Approximately half of the new managers quit at the end of the second month due to lack of sales.
However, formulating a goal is not always easy. You can answer the question “what do I want” right away only in simple cases. In complex and non-trivial tasks, there will most likely be gradual clarification and addition of answers, i.e. the response process can be iterative, where each subsequent iteration (step) brings us closer to a truly deep and meaningful understanding of the goals. Therefore, if you do not immediately have a clear understanding of the goals and subgoals, then this is not a reason for disappointment, this is a reason for subsequent clarifications and additions to the answers.
Strategic and tactical goals
Returning to the previous example, we can say that selling is a strategic goal, and making a good presentation is a tactical goal. You can go deeper and identify other tactical sub-goals. The idea is simple: tactical goals serve to achieve a strategic goal, what they are is not so important, what matters is how much they help or hinder the achievement of a strategic goal.
If we do something wrong tactically, for example, we make a crooked presentation, we are rude to the client, then naturally we reduce the chances of achieving a strategic goal: concluding a deal, making a sale. However, even if we do everything correctly: we give a competent presentation, behave politely and kindly, but we forget about main goal– sale, then we also have little chance of achieving it. For me it looked like this. A satisfied client said goodbye to me and said: “How cool and clear you told me everything, now I know what kind of system it is. Maybe someday I'll buy it." That's it, curtain, I failed my task. Only because he did not pay enough attention to his main goal.
You need to keep the main strategic goal in your head, keep some of your attention on it, literally repeat it, remind yourself why all this is being done, for what purpose. In my case, it was necessary to make a good presentation, build a dialogue with the client, keeping the main goal in mind. And then the sale worked out. Then, over time, maintaining the main goal became habitual, not requiring significant expenditure of attention. And I more or less learned to sell. This always happens when mastering complex work - sooner or later an optimal scheme for distributing attention is built.
Valery Chugreev, 04/14/2012
Valery Chugreev
07.02.2012 17:48
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A tactical goal is not a general goal, but a maximally specific and necessarily realistic goal, the implementation of which allows one to get closer to achieving the strategic goal.
Dictionary of business terms. Akademik.ru. 2001.
tactical target- taktinis taikinys statusas T sritis Gynyba apibrėžtis Taikinys, turintis taktinę reikšmę (taktinių karinių vienetų mūšyje). atitikmenys: engl. tactical target rus. tactical goal ... Artilerijos terminų žodynas
The significance of the subject of the article is called into question. Please show in the article the significance of its subject by adding evidence of significance according to private criteria of significance or, in the case of private criteria of significance for ... ... Wikipedia
TARGET- planned result, unity of motives and means. A value is formed when assessing ways to satisfy a corresponding need; it has a value-rational nature; it is exclusively social. a phenomenon inherent only to man as an active subject... Russian Sociological Encyclopedia
Aviation tactical missile Kh-29l- 1980 The X 29l missile is designed to destroy ground targets in simple weather conditions such as: strong aircraft shelters, stationary railway and highway bridges, industrial structures, warehouses, concrete runways. Development of the X 29 s rocket... ... Military encyclopedia
Kh-59 "Gadfly" medium-range guided tactical missile- Medium-range guided tactical missile X 59 “Gadfly” 1985 The medium-range tactical missile X 59 is designed to engage small-sized ground targets, the coordinates of which are determined before the missile is launched. Developed in ICD... ... Military encyclopedia
Aviation tactical missile Kh-29t- 1980 The X 29t missile is designed to destroy visually visible ground and surface targets such as: reinforced concrete shelters, stationary railway and highway bridges, industrial structures, warehouses, concrete runways, ships and landing... ... Military encyclopedia
Aviation tactical missile X-25ml- 1981 The X 25ml aviation tactical missile is designed to destroy small-sized moving and stationary ground (surface) targets: radars and launchers of missile defense systems, aircraft in open parking areas and in light shelters, light bridges and... ... Military encyclopedia
Targeting borrowed reserves- tactical goal of monetary policy used by the Federal Reserve Bank from October 1982 to 1989, Department of Securities of the Federal Reserve Bank New York bought and sold securities in quantities sufficient to achieve equilibrium... ...
Targeting unborrowed reserves- tactical goal of monetary policy. Department securities The Federal Reserve Bank of New York bought and sold securities in quantities sufficient to maintain unborrowed reserves at a target level... ... Modern money and banking: glossary
Targeted federal funds rate- tactical goal of monetary policy. The Securities Department of the Federal Reserve Bank of New York purchased and sold securities on open market in an amount sufficient to maintain the interest rate at federal... ... Modern money and banking: glossary
24.12.2011
In the work process of any manager, situations inevitably arise when it is necessary to make some decisions. You may not even know what the correct, scientific names are for the management levels of a company or an entrusted department; it is more important to skillfully apply skills, knowledge and experience in practice.
In Russia and the CIS countries, an interesting situation has developed on the labor market, when 80% of top managers do not have a basic theoretical education, have not graduated from universities and MBA schools, and receive their “universities” in practice, often “at random.”
What does knowledge about the levels of leadership give? leaders of any call? Structuring of work goals, the ability to set tasks for subordinates and employees for the day, week, month and longer term. How to choose the most effective tools management and set them up for practical use in your company? The answer to this question is given in the article.
Operational management: what is it like today?
Operational management- solving daily, current problems. This control consists of operational planning, accounting and control. Divided by industry and service:
Operational management of the organization,
Production,
Finance,
Procurement,
Sales,
Inventories, etc.
The purpose of operational management- formation of uninterrupted operation of the service entrusted to the head, coordinated work with all other departments of the enterprise. Traditionally, operational management has always been understood as an emergency or chaotic process of implementing decisions. Modern approach to this type of management, which includes clear tools and a complex information system, put all the RAM processes “from head to foot.”
All operational management methods used are divided into:
Operational planning:
Drawing up a plan aimed at specific results;
Finding ways to reduce costs to increase company profits;
Coordination of interaction between all structures involved in planning;
Development of criteria for assessing the effectiveness of the implementation of the operational plan.
Operational management accounting:
Various tools for actual execution of the planned plan;
Distribution functional responsibilities, according to the degree of responsibility of managers and performers for the result;
Implemented document management system.
Operational control:
Organizing daily work with subordinates;
Tools for measuring the effective execution of work performed;
Using rules for setting tasks and checking their proper implementation.
Operations management is what every employee, every manager does “here and now”. This is a routine, everyday life, without which it is impossible to achieve any serious results. It is necessary to do this every day, but it is unwise to focus only on the RAM: this way you can neither build a career nor make the company a market leader.
Tactical management: choice of methods and methods
Quite often, managers do not see the difference between tactical and strategic management and confuse tactics with operational, everyday work. Tactical Control implies a form of interaction, a method of working communication within the company, a method of achieving a large, long-term strategic goal.
The simplest example: The manager decides to create a professional sales department in order to become a market leader and significantly increase the profit flow. For some reason, such a step is considered to be a strategy, whereas, in fact, it is a tactic - a way to achieve a serious goal (in this case, the goal is to increase market share). Any way to achieve big goals is called tactics.
Tactical management of resources: time, finances, people, raw materials and supplies is very beneficial to those managers who have a long-term strategic goal. For everyone else who does not know the basics of goal setting, who does not know how to plan and choose from a variety of decisions what is necessary and rational at a given moment in time, tactical management is a dead end path that can lead the company to collapse.
In Lewis Carroll’s famous work “Alice’s Adventures in Wonderland,” the main character asks the Cheshire Cat for directions: “Can you tell me which road I should take?” “It depends on where you want to go,” answered the Cheshire Cat. This dialogue continues: “Yes, in general, I don’t care, as long as I come somewhere,” Alice explained and immediately received the wisest answer from the Cat: “Then it doesn’t matter which way to go. Oh, you will definitely come there, the main thing is to walk long enough and not turn anywhere.”
This dialogue between the main characters of a philosophical fairy tale perfectly illustrates the work of a tactical manager who does not have a clear course, who does not know where he is leading the company. For such managers, every day is ordinary everyday life, not one iota closer to fulfilling the main mission of the enterprise. What's the solution?
Tactical management is indispensable at the stage of introducing key ideas, when it is necessary to search for ways and methods to achieve the big, main goal of the company. However, in order to find that “hairy” goal, you need to master the basics of strategic management.
Strategic management: I see the goal!
The future of any organization is formed at the level of strategic management. The results that the company receives today were laid as the basis yesterday. In the main book of all times and peoples it is written: “A time to scatter stones and a time to gather them up.” The stones were scattered once; the present and future of the enterprise were formed a long time ago.
Strategic management - this is setting goals, planning and moving for years to come, when the future is clearly visible, when the leader is clear what he wants to get in the future.
The implementation of strategic plans can be tracked by results. If the result of some activity of the manager is not satisfactory, it is clear that serious mistakes were made at a certain stage of the work. All that remains is to find and correct them, analyze them and move on.
It is important to understand that strategic management is a top manager’s tool that should not be used by line personnel so as not to sow panic or misunderstanding. Today, strategic management is not a luxury, but a means to achieve a real goal. Many companies in Russia and the CIS countries do not have a strategic plan written on paper, but this does not mean that they cannot achieve success. The lack of a strategy does not mean that such enterprises are going with the flow. Their strategy often involves no strategy at all.
What does strategic management consist of?
The strategic management process is divided into three interconnected stages:
1. Strategic analysis;
2. Development of a “native” strategy;
3. Practical implementation of the strategic plan.
Strategic Analysis is necessary so that the manager has the most complete information to develop “his own”, “native” strategy. However, on Russian market At the very first stage of strategic management, the same question arises in many companies - what information needs to be collected in order to develop a competent, implementable strategic plan.
Basis for adoption strategic decisions is the collection of information, the choice of method and format of analysis. At this first stage strategic management company collectively, with the involvement of all services, chooses its path of movement in the market, and, above all, is determined by product line. It is necessary to answer the question as accurately as possible: which product is a bestseller today and which one should be emphasized in the future. The tools used by the manager in the strategic analysis of the product portfolio are recommended to be chosen - either Boston Matrix (Boston Consulting Group matrix), or McKinsey matrix (McKinsey), which was once developed for General Electric. Both of these matrices help you see: which product is competitive today, and which one needs to be either improved or removed from the line of goods or services.
Taking a choice of several books on strategic management, a manager who does not have a basic economic or commercial education will suffer a brain collapse. A huge number of Western and American analysis methods, with incomprehensible graphs and tables, can lead to a dead end and paralyze the will. Several of the most popular ones have taken root in Russia simple methods collecting information about the company's position in the market. In addition to the already mentioned matrices for analyzing the product portfolio, the most common methods strategic analysis are SWOT analysis And PEST+M analysis. This has been mentioned in more detail.
Developing your own strategy is based on the unique material that was collected at the stage of strategic analysis. At the same time, more focused information is often needed about the external environment, the actions of competitors in the market, and their strategic plans. Alas, today in the Russian market there is no guaranteed set of methods that can show the true picture of the company’s position in market conditions.
Collecting information or a passion for analysis should not become an end in itself for a manager: these techniques are needed only for developing a unique, “own” strategic plan. From personal experience: the company producing dairy products was so carried away by analyzing the company’s position on the market that they never developed a long-term development plan, leaving everything to chance.
It is best to start developing a strategy plan with a minimum set of techniques, formulating the company’s mission, setting specific long-term goals expressed in real numbers and volumes, breaking them down into plans and tasks.
Once the strategic plan has been developed, it is necessary to immediately move on to the actual main task - practical implementation strategies company into life. This stage may take much longer than planned, therefore, when setting a strategic goal, you should determine both a clear time frame and other resources, assigning responsible executors, deadlines and intermediate vectors by which you can determine the correctness of the course.
What to look for when developing a strategic plan?
Inability to plan, inability to set big goals is the scourge of many companies on the Russian market. When developing an enterprise strategy, you should pay special attention to the balance of collection, analysis and planning, without getting carried away only by theory, and immediately move on to the main task - practical application plans, implementation of company decisions.
An example from personal experience: When conducting a SWOT analysis at a large meat processing enterprise, the majority of top managers withdrew, giving preference to operational management. As a result, line staff filled out standard form tables, having difficulty understanding what was expected of them. As a result, in the field " Strengths" such items as “media support”, “unloaded production capacity” were included, and in the column “ Weaknesses" Alarm bells sounded:
Complete lack of strategy, mission, work quality standards;
Lack of marketing;
Lack of feedback from production;
Lack of well-structured logistics
and many other "absences". At the same time, the enterprise has been operating for five decades, although it can hardly withstand powerful competition from private small companies in this market segment.
Both operational and tactical and strategic management necessary for a manager of any rank. However, relying only on one lever is very unwise and leads to the rapid death of your own enterprise.
Goals can be ranked by level:
. Operational
. Tactical
. Strategic
Operational goals- everyday, momentary goals that are subordinate to tactical goals and ensure the achievement of tactical goals. Operational goals are rarely specifically set in themselves, but rather are specifications of actions to achieve tactical goals. For example, there is a tactical goal to go to the gym and practice tennis or fitness 3 times a week. Flow out operational goals, prepare (buy) sports equipment, choose the optimal time for visiting, buy a subscription.
Tactical goals- goals that are set based on strategic guidelines, and specify the value components of the goal. Tactical goals are, in essence, steps and tasks aimed at realizing strategic goals.
Strategic Goals- these are the most significant life goals-values that subordinate and determine the life path of a person or the life path of a group or organization. In a person’s life, strategic goals are reflected in all life actions and steps and underlie any activity. In their final embodiment, a person’s strategic goals come into contact with such an existential question as the meaning of life. Confusion and unclear strategic goals lead to confusion in all areas of human life and entail frustration and depression.
Sometimes, in special situations, strategic goals can weaken their significance. These are situations of acute social crises, wars, social upheavals. In such cases, the importance of tactical goals associated with the speedy stabilization of the situation and survival in the biological sense increases sharply.
At the same time, strategic goals based on values never cease to influence a person’s entire life and during critical periods. Sometimes it is during critical periods that new values and strategic goals are formed due to intense emotional experience.
Target Properties
The properties of goals reflect the variability and nature of personality development. I will name the main ones.
Depth- influence of the goal on different areas life and the extent of this influence. This is a property of strategic goals.
Consistency- the degree of interconnection and influence on other goals.
Plastic- over time, goals and values undergo changes. Personal values are formed gradually, and, accordingly, strategic goals also undergo changes.
Correctness of purpose- this is the consistency between strategic goals-values and tactical goals. In a situation where tactical goals are not consistent with strategic value goals, the implementation of tactical goals will be difficult.
Individual nature of goals- goals are always individual. Even if the goals are called the same, each person has individual values and individual meanings behind their goals.
The process of setting goals is goal setting.
Goal setting— practical understanding of one’s activities by a person from the point of view of forming (setting) goals and their implementation (achievement) by the most economical (cost-effective) means. Often understood as effective management a temporary resource caused by human activity, or as a process of selecting one or more goals with establishing parameters of acceptable deviations for the implementation of an idea. Material from Wikipedia
Goal setting is a creative process, and the higher the level of goals, the more creative it is. If at the operational and partly tactical level goal setting is more associated with logic and analytical thinking, and is often associated with decomposition, then at the strategic level it is with creative abilities and synthetic thinking.
The necessary qualities and abilities for “good” goal setting are: good knowledge of oneself, one’s leading motives and values, will, creativity and imagination. Of course, logic and structured thinking is also of great importance. Goal setting can generally be viewed as a skill that can be trained with appropriate practice.
The meaning of goal setting.
Goal setting is a manifestation existentially nd essence of man, the process of active formation of reality. The process of goal setting and further goal achievement is, in essence, free expression of will and one of the needs of the individual. Conscious goal setting is the creation of vectorality in the probabilistic space of life. Setting a goal itself changes the probability of achievement and changes the probabilistic lines of other events.
Goal setting is creativity, creating an image of a new reality. Goal setting leads to increased energy levels and is a powerful self-motivating factor. Goal setting removes uncertainty and reduces anxiety.
Existentialism(fr. existentialism from lat. existence- existence), also philosophy of existence Existentiality- the relationship of structures constituting existence, the existential structure of presence.
Refusal of goal setting
Refusal to set goals is expressed in a person’s negative attitude towards the idea of setting goals. It is associated with many factors, for example, the lack of clarity about why goal setting is actually needed and how it affects a person’s life, poor self-knowledge and the presence of contradictory tendencies and intrapersonal conflicts. In such cases, a person literally does not understand what he wants. Understanding oneself and conscious goal setting may be associated with the actualization of the conflict; in this case, awareness of values and goals will be blocked by psychological defenses.
In addition to intrapersonal conflict, refusal to set goals may be associated with fears caused by the experience of setting and not achieving goals, with a lack of information about one’s own capabilities and resources to achieve and move towards the goal.
By forming one’s own values, describing areas of life, and thinking about the desires behind making a particular decision, a person reduces the degree of uncertainty in his life.
Understanding your own guidelines provides multiple benefits. Making difficult decisions, choosing alternatives, tactical planning and achieving goals expressed in concrete results depends significantly on strategic planning.
Although it is necessary to understand: planning is, at its core, a continuous process. Living conditions change, personality develops, some prerequisites and values that influence decision-making are revised.
Constant probabilistic forecasting, taking into account emerging opportunities, comparing with values and making decisions is a habit that allows you to live more effectively and makes life more conscious and successful.
However, planning should not be a dogma. Planning is a way of looking at reality. If you are looking at the monitor screen right now, then you are seeing reality. When you begin to think about your values, goals, guidelines, desired events - you see the future reality. The more aware you are of values and goals, which are vector versions of values, the clearer you see the future. In the context of personal development, it is noteworthy that by seeing the future, you get the opportunity to choose it and increase your degree of freedom. It is likely that before starting work on goal setting or at the very beginning, there may be some husk, a sedimentary layer on this layer. The practical consequence of this will be to pay close attention to the declared values and goals.
Correlating goals and values with each other and clarifying all “suspicious” points is the task of a person’s independent work at this stage. Independent work here is possible by introspection. By asking ourselves as many questions as possible (why, what gives, etc.), we come closer to a better understanding of our values and goals. When self-reflecting, answers need to be written down. Sometimes they are quite unexpected.
Methods of goal setting and principles of goal setting
I.
The key to good goal setting is knowing yourself.
Accordingly, goal setting should begin with studying and researching oneself, one’s values, the relationship and mutual influence of existing goals.
This point is often missed or bracketed in many ways of goal setting and further goal achievement. Often, for personal goal setting, it is recommended to use methods from management, which, in fact, have a “task nature” and are not goal setting methods, but methods of critical analysis of goals. (SMART technique for example). Such techniques can be used for tactical goal setting, but are unlikely to make sense for strategic ones. The disadvantage of such methods is the principles on which they are based.
Strategic goal setting should begin with an analysis of a person’s values and important life attitudes. Essentially, this is deep self-exploration which helps: methods directed imagination, Socratic dialogue with a trained consultant, test methods (For example, Rokeach's CO), free discussions in a group, brainstorming.
The next stage is the key areas of human life, analysis of development directions and significant human niches. A simple example: Family, Work, Myself, etc.
The structuring of the spheres of life in various ways reflects a person’s picture of the world and the nature of his values and attitudes.
A goal is a component of a dream. To realize means to express a dream in a concrete, real form, that is, to make it a goal. To realize a goal means to carry it out, to fulfill it, to bring it to life, to make it a reality.
Problems and technologies of educational goal setting.
Pedagogical activity is purposeful. At the same time, the goals and objectives solved by teachers are socially significant, since they are a reflection of the general goals and objectives facing society.
Before considering the problems of educational goal setting, let us define the concept of goal. There are at least three interpretations of this concept. Target:
1) the anticipated result of the activity;
2) subject projection of the future;
3) a subjective image of what is desired, ahead of the reflection of events in the human mind.
In the following presentation, by goal in education we will understand anticipated result - educational product, which can be internal or external, but it must be created over a certain period of time and it can be diagnosed, i.e. the target must be verifiable.
Note also that a goal is distinguished from a task. The task is part of the goal. Each goal is a task in relation to a higher goal.
The concepts preceding the goal are values , meaning, mission, intention. The content of these concepts is a separate and very significant problem, but is not considered in this case.
The problem of creating an institute of educational goal setting.
Goal setting has always been present as an element of any training system. Another thing is that not all subjects of training could participate in goal setting. For example, in Soviet times, most of the goals of training and education were set “from above.” The Institute of Educational Goal Setting as a scientific rather than political organization was absent. For example, the Scientific Research Institute of Contents and Methods of Teaching (NII SMO) has long been involved in providing methodological support to schools, the name of which clearly defined the scope of its influence on school education in the country, i.e. content and teaching methods, but not goals.
And today, unfortunately, it must be admitted that a full-fledged institution of educational goal setting does not exist in the country. This leads to unclear formulations of goals and unattainable guidelines even at the level of state educational goal setting.
As an example, let us cite the setting of goals in the report “On the development of education in Russian Federation(State Council of the Russian Federation, April 2006):
"Introduction. New horizons of Russian education. The purpose of this document is the formation of a unified national strategy for innovative, advanced development of Russian education, ensuring its qualitative breakthrough, and on this foundation - a new quality of life for the country; the document provides for coordination joint activities state authorities and society in the main directions of implementation of this strategy.”
Analysis of this fragment leads to the conclusion that the stated goals are undeveloped:
1. The document is supposed to formulate a strategy. It is obvious that it is impossible to formulate a strategy with a document.
2. “Qualitative breakthrough in Russian education” - It is unclear what kind of breakthrough, where and from where.
3. “... and on this foundation...” - What this foundation is, nothing is said about it.
4. “New quality of life for the country” - What is the new quality and in relation to what?
5. “Coordination of joint activities of government and society in the main directions of implementation of this strategy” - If there is no clearly defined strategy, then there is nothing to coordinate. However, one strategy is indicated in the motto of the document being analyzed: “ From competitive education to Russia's competitiveness". Once upon a time, such a strategy already existed and was called “catch up and overtake.” It is unlikely that such an external reference would meet the aspirations of millions of people as the main goal of education.
From the above it follows that the document under analysis will not be able to have a positive impact on the real state of affairs in education due to the lack of development of the target block. Similar problems can be found in other documents related to education. The reason is the lack of a scientific approach to designing the meaning, goals and strategy of education. It is obvious that research in this area is relevant and necessary, and not only for didactics and other pedagogical disciplines.
Among the educational goals are: state regulatory, public, national-regional, school, individual goals of teachers, students, and their parents. Depending on educational paradigms and didactic systems, educational goals may include the goals of mastering knowledge, skills and abilities, developing abilities, forming relationships, creative self-realization, self-determination, career guidance, etc. There are so-called formal goals: passing an exam, entering a university etc.
Technology for cultivating educational goals and values. Goals are not the starting point for educational design. They are preceded by values and meanings. The complexity of their consideration lies not so much in determining the values and meanings of education, although this is a separate scientific problem. The main difficulty is in the consolidation of various subjects of education in relation to the values chosen as basic ones.
For example, there are two opposing meanings of education: “to have” and “to be.” Educators and philosophers are exploring these and other meanings, but their work is far from complete.
Let's say the goals and values of education are determined by scientists. What to do with them now? Are there tools and technologies in pedagogy for the formation of values and goals?
We offer a technology for cultivating values and goals, based on the personal paradigm and revealing the heuristic nature of education. The main stages of this technology are as follows:
1. At the initial stage, existing values are identified - in people, in society, in philosophy. For the student, the result of such identification is formalized in the form of what is called the “Image”, which determines what is significant to him, who he sees himself in the future, why he needs to develop himself and how it will be useful to him. This personal value image is primary.
2. Providing the student with analogues of his values. The program offers an opportunity to learn about other values that exist in different cultures. The goal is to enable the student to see others through his own image of values.
3. Comparison of personal values with others - cultural analogues, not necessarily similar, but also opposite. By analogues we mean the same value object, for example, attitude towards war and peace. This stage of comparing different values is implemented in educational situations. The student not only learns something else, he transforms his primary “Image” and grows his value basis.
4. Accompaniment. This is the role of the program in relation to the process of value self-determination of the student. Moreover, we are not talking here about “leading” the student to the “necessary” values, but about ensuring the development of his value systems in comparison with others.
5. Reflection. This is an indispensable attribute of any personally significant and self-organized activity. In relation to value-based activities, reflection turns out to be a criterion, a measure of their reality and effectiveness.
Reflection(from Late Lat. reflexio- turning back, reflection), a form of theoretical human activity aimed at understanding one’s own actions and their laws; the activity of self-knowledge, revealing the specifics of the spiritual world of man.
The advantage of this approach is its connection to the individual. In this case, with any changes in society or in politics, it is not necessary to always look for new values that need to be “instilled” in young people, but to ensure the student’s trajectory in relation to any, including new value scales.
The student’s personal goal setting relates to educational areas and educational technologies. In order for a student to set a personal educational goal in the educational field, this requires the following procedures: first, building a personal relationship between the student and the object of goal setting (thing, concept, process, phenomenon, fundamental educational object), which identifies and actualizes it personal qualities, related to the object (for example, love of nature when studying a plant); secondly, the establishment of the personal meaning and (or) image of a fundamental educational object, that is, the designation in the object of what it is connected with the personality of the subject cognizing it; thirdly, the choice of the type of relationship or type of activity for interaction with an object, for example, the study of its chemical, mathematical, ethical properties.
Another type of student goals is goal setting in relation to educational technologies. Knowledge of fundamental educational objects belonging to educational fields requires the student to select technical techniques, methods and technologies, that is, the student’s goals in the field of educational technologies used. In other words, the student’s educational goals relate not only to the objects being studied, but also to the ways of studying (mastering) these objects. To set goals in educational technologies, the student goes through the same procedures as when setting goals in educational areas: establishes a personal attitude towards existing types and methods of activity, chooses methods of activity that are in tune with his individual characteristics, finds out the essence and structure of the selected types of activity, plans his actions on their development and application.
To develop student abilities such as goal setting, planning, rule-making, self-determination, reflection, self-esteem it is necessary to use the opportunities of the training course. Then the development of these qualities will occur without additional time spent during classes on course topics. The student faces the need to set or select goals whenever personal self-determination and specific actions are required from him, both when studying individual subjects and in general education. Therefore, one of the sources of goals are situations of educational tension or emerging problems, identified contradictions. Goal setting in such cases is a consequence of reflexive awareness of emerging situations. Khutorskoy Andrey Viktorovich, Dr. ped. Sciences, Academician of the International Pedagogical Academy
The goal of an activity is its anticipated result. Setting a goal means predicting the expected result.
Often the goals declared in curricula differ significantly from the real life guidelines and interests of students, which is the reason for the discrepancy between what is desired and what is actually happening in learning. To prevent this undesirable phenomenon, it is necessary to introduce students into the educational goal-setting procedure from the beginning of studying a course, section or topic.
The following groups of student goals are possible:
Personal goals- understanding the goals of education: acquiring faith in oneself, in one’s potential; realization of specific individual abilities.
Subject goals- formation of a positive attitude towards the subject being studied; knowledge of the basic concepts, phenomena and laws included in the topic being studied; developing skills to use simple instruments; solving standard or creative problems on the topic;
Creative goals- compiling a collection of tasks; writing a natural science treatise; design of a technical model; drawing a picture.
Cognitive goals- knowledge of objects of the surrounding reality; studying ways to solve emerging problems, mastering the skills of working with primary sources; setting up an experiment; conducting experiments.
Organizational goals- mastering self-organization skills educational activities; the ability to set goals and plan activities; development of group work skills; mastering the technique of conducting discussions.
At the beginning of teaching a specific educational topic, the goals may be the following:
A) create a holistic image of an educational subject (find out its meaning, why it is needed, what it consists of, what are its features; formulate the most interesting questions for yourself);
B) to form an image of activity in a new topic, perform basic activities, for example: research a problem, prepare a report, write an article, etc.
C) through the created initial educational products and tested types of activities, we will post them to set individual goals in the subject for a foreseeable period of time;
D) compose curriculum for the foreseeable period of time, including in it a personal component, that is, goals in the subject.
The list of goals might also look like this:
1) master certain educational material;
2) learn the basic concepts and laws of the topic;
3) prepare a report on one of the problems (specify);
4) execute independent research on the selected topic (specify);
5) master methods of studying and explaining the phenomena studied in the topic;
6) consider in depth specific issues of the topic (list them);
7) demonstrate and develop your abilities (name them);
8) organize your studies on the chosen topic: set achievable goals, draw up a realistic plan, implement it and evaluate your results;
9) learn to argue and discuss reasonedly while studying a topic;
10) learn to solve problems and problems on the topic;
A special place in student-centered learning is occupied by the methodology of teaching students goal setting.
Available general conditions student's implementation of the goal-setting procedure:
. the presence of cognitive aspirations of the student;
. defining the subject of your goal;
. the student’s ability to determine his connection with the subject of the goal;
. presenting an image of the expected result of one’s activities in relation to the subject of the goal;
. verbal (verbal) formulation of the goal;
. foresight and forecasting of how the goal will be achieved;
. availability of means to achieve the goal;
. correlation of the results obtained with the goal;
. adjusting the goal.
