tactical target. Strategic and tactical goals of enterprise financial management Strategic goals tactical goal of the organization
There are several levels of purpose.
Lower - objective expediency; the next one is the focus of technical and organizational structures which are already focused on achieving higher social goals.
By sources, goals can be divided into those set from outside and formed within the organization. The first ones, put by its official leadership, usually take into account the needs of the wider social community within which this organization operates. Internal goals are the goals of the team itself, oriented towards meeting its needs. They are informal in nature and are formed either as a resultant or as a coinciding part of the individual goals of its participants. The latter is more convenient for management, since it reflects the general aspirations of people and facilitates the impact on them.
In terms of complexity, we can talk about simple and complex goals; the latter, in turn, are divided into subgoals.
In order of importance, goals are divided into strategic and tactical.
Strategic ones are focused on solving promising large-scale problems that qualitatively change the face of the organization, for example, achieving superiority in their field of activity, reaching international markets, radical renewal of the material and production base, personnel, etc.
Tactical goals reflect the individual stages of achieving strategic ones, for example, a major overhaul. They are operational (goals of the annual plan) and operational (current tasks).
Organizational goals are varied and there are many reasons for classifying them. It is important that all the goals of a particular organization are interconnected, do not contradict each other and meet the requirements for them.
Goal management.
The method of management by objectives became widespread in the world management practice in the second half of the 20th century. This method of management makes it possible to significantly increase the objectivity of personnel assessment, relieving it of subjective factors. From the position of MBO, this is an assessment of personnel based not on the personal qualities of a particular contractor, but on the results of his activities: according to predetermined parameters and using quantitative methods that allow you to clearly and accurately calculate the amount of material remuneration.
Defining specific goals helps move from a general mission statement to certain types activities that enable the firm to succeed. The definition of goals is preceded not only by the choice of mission, but also, as a rule, by the formulation of the principles of the company's activities.
Benefits of Management by Objectives:
A hierarchy of goals has been built (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 assessing 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 costs of developing the UOC.
Aligning goals is the second most difficult task in management, after agreeing on values. However, the 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.
The development of goals is carried out in descending order along the hierarchy from top management to subsequent levels of management. The goals of the subordinate manager should ensure the achievement of the goals of his boss. At this stage of developing goals, feedback is obligatory, that is, a two-way exchange of information, which is necessary for their coordination and ensuring consistency.
The goal is understood as the ideal or desired state of the control object, in this case, the organization. It is on its achievement that, first of all, managerial activity is oriented.
The presence of a goal provides the organization with stability, balance, unity of actions of the participants. Large organizations have many goals at various levels, usually complementing and supporting each other. They are either openly proclaimed as business guidelines, periodic statements by senior management, official policy objectives, or implicitly implied through standards of behavior, philosophy.
Achieving goals should be useful to the organization, each of its members individually, as well as those who cooperate with it - business partners, authorities and society as a whole.
At the same time, the real result of human activity, as a rule, does not coincide with the intended goal, since various deviations can always occur in the process of moving towards it.
The goals of the organization change under the influence of external conditions of its activities, equipment and technology, changes in the views of management. Such a reorientation largely ensures its survival.
Organizational goals are shaped by those who manage key resources. At the same time, their formulation is not arbitrary, proceeding not only from the personal views of the management, but also from the role that the organization plays in society, the nature of its production and human resources. It is clear, for example, that a shoe factory cannot be set a goal to produce computers, and a notary's office - to repair cars. They do not have for this necessary equipment and employees with relevant knowledge and experience. If an organization is small, it cannot strive to become a national, much less a world leader in its field - it simply does not have enough resources for this. Finally, an organization cannot set itself the goal of doing something that no one needs.
The formulation of goals is also significantly influenced by the interests of the subjects associated with the activities of the organization. These, in addition to its owners or managers, include the employees to whom the organization provides a livelihood; business partners, whose well-being also depends to a large extent on it; local authorities which the organization helps to solve many social problems; society as a whole.
Of course, sometimes the conditions of the organization's activities are not perceived quite adequately by its management, and hence there are errors in setting goals and determining ways to achieve them, leading to inefficient decisions, waste of resources.
In the organization management system, goals perform a number of important functions:
1) goals reflect the philosophy of the organization, the concept of its activities and development. And since the activity and its separate directions form the basis of the general and managerial structure, it is the goals that ultimately determine the nature and characteristics of the latter;
2) goals reduce the uncertainty of current activities, both of an organization and an individual, becoming guidelines for them in the world around them; help to adapt to it, to concentrate on achieving the desired results; limit yourself, resist momentary impulses and desires, regulate your own behavior. This allows you to act faster, with greater effect, achieve your plans at minimal cost, and receive additional gains;
3) goals form the basis of the criteria for identifying problems, making decisions, monitoring and evaluating the results of activities aimed at their implementation, as well as material and moral incentives for employees of the organization, who, at the same time, have distinguished themselves to the greatest extent;
4) goals, especially great ones, regardless of whether they are real or imaginary, rally enthusiasts around themselves, encourage them to voluntarily take on difficult duties and make every possible effort to fulfill them. Moreover, complex and difficult goals lead to higher performance compared to small or no goals, their setting in general view. Therefore, goals must contain a challenge.
There are plenty of examples of this, including national history. The new buildings of the first five-year plans, the development of virgin lands, the construction of the BAM were the result of the work of not only prisoners, but also Komsomol members of those years, inspired by dreams of a brighter future, and not at all guilty of the fact that these dreams turned out to be a hoax;
5) the officially proclaimed goals serve to justify in the eyes of the public the necessity and legitimacy of the existence of this organization, especially if its activities cause adverse consequences, such as pollution environment. Thus, the construction of a nuclear power plant is associated with the possibility of preventing an energy crisis caused by a shortage of carbon fuel, which can threaten the existence of civilization.
The successful implementation of these and other functions is possible provided that the goals of the organization meet a certain set of requirements.
The following requirements for goals can be distinguished:
First, goals must be achievable. Of course, the goals must contain a certain challenge for the employees of the organization. They should not be too easy to achieve, but they should not be unrealistic, beyond the maximum allowable capabilities of the performers. An unrealistic goal leads to demotivation of employees, loss of direction, which negatively affects the activities of the organization;
Second, goals must be flexible. Goals should be set in such a way that they leave room for adjustment in accordance with the changes that may occur in the environment. Managers should keep this in mind and be prepared to make modifications to the established goals, taking into account new requirements put forward to the organization, or new opportunities that have appeared in the organization;
Third, goals must be measurable. This means that goals must be formulated in such a way that they can be quantified, or that it can be assessed in some other objective way whether the goal has been achieved. If the goals are immeasurable, then they give rise to disagreements, complicate the process of evaluating results and cause conflicts;
Fourthly, the goals must be specific, having the necessary specificity, which helps to unambiguously determine in which direction the organization should operate. The goal should clearly fix what needs to be obtained as a result of the activity, in what time frame it should be achieved and who should achieve the goal. The more specific the goal, the easier it is to express the strategy for achieving it. If the goal is formulated specifically, then this makes it possible to ensure that all or the vast majority of the employees of the organization will easily understand it, and, therefore, know what lies ahead for them;
Fifth, goals must be shared. Consistency assumes that long-term goals are consistent with the mission, and short-term goals are long-term. But temporal compatibility is not the only way to establish compatibility of goals. It is important that goals related to profitability and to establishing competitive position, or the goal of strengthening the position in the existing market and the goal of penetrating new markets, the goal of profitability and philanthropy. It is also important to always remember that commonality requires the goal of growth and the goal of maintaining stability;
Sixth, the goals must be acceptable to the main actors of influence that determine the activities of the organization, and first of all to those who will have to achieve them. When formulating goals, it is very important to take into account what desires and needs employees have. Given the interests of the owners, who occupy a leading role among the subjects of influence on the organization and are interested in making a profit, the manager should still try to avoid focusing on obtaining large short-term profits when developing goals. He should strive to set goals that would ensure big profit but desirable in the long run. Also, when setting goals, it is necessary to take into account the interests of society, such as the development of local living conditions, etc.
Thus, in the management system of the organization, the goals perform a number of important functions, the successful implementation of which is possible provided that the goals of the organization meet a certain set of requirements.
Conclusion
An important role in modern management organization is managed by objectives.
Management by goals - effective tool management 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 is everything the 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.
The value of the goal in the management process is very high. Determination of the goal is the first and most important stage of it, the process itself depends on the choice of the goal: management. Great importance has the goal of management in the organization and practical implementation of the adopted management decisions. The duties of a manager include a clear and precise communication to the performers of the essence of the goal so that it is correctly understood and is an incentive for highly productive work.
Goals are essential to the successful operation and long-term survival of an organization. However, if the goals are poorly or incorrectly defined, this can lead to very serious negative consequences for the organization. The great experience of mankind in setting goals allows us to highlight several key requirements, which must be satisfied by correctly formulated goals. Compliance with these requirements sets the goals of the organization systemic.
Achieving the goals of the organization requires a certain production and management activities employees of the organization, i.e. a set of actions, active behavior. If the activity in whole or in part leads to the achievement of the set goals, from a managerial point of view, it is considered effective.
A significant increase in the efficiency of production and management activities aimed at achieving the goals of the organization is possible when its members identify these goals with their own. This makes it possible to apply the so-called management by objectives.
Bibliography
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5. Tarelkina T. Management by objectives // Management today. - 2014. - No. 1. pp. 23 - 28.
The goal is the image of the desired futureWhat is a goal?
Let's start with the analysis of definitions:
Target- the desired result (object of aspiration). What is desired to be done.
The object of aspiration, what is necessary, it is desirable to implement. Not necessarily achievable.
Desire, aspiration, intention, what one is trying to achieve. (Wikipedia)
Target, meta, target; views, intention, end, dream, ideal, aspiration. To this end, to this end. The purpose of life, the object of the sweetest dreams. Wed Intention to achieve a goal, to set a goal, to have a goal, to pursue a goal, with a preconceived goal, with a goal (Russian Synonym Dictionary)
Target, philosophic, is an idea that a person strives to realize. The concept of C. includes a certain idea, the desire for its implementation, and the idea of the means by which C. can be implemented. The concept of C. is a product of the activity of consciousness and will, a subjective a priori form of volitional motivation, but by analogy with internal, mental phenomena, the concept of C. is transferred to the external objective world; in this case, they talk about the expediency of the world order, about the occurrence of phenomena not according to the law of causality, but in accordance with the one set by the creator of Ts. (Small Encyclopedic Dictionary of Brockhaus and Efron)
Target- ideal, mental anticipation of the result of the activity and ways to achieve it with the help of certain means.
Target acts as a way to integrate single system various actions of one person or actions various people. (Dictionary of Social Sciences. Glossary)
Conclusions:
Having become familiar with the various definitions of Goals, one can notice close and related words and trace the relationships.
So, Goals are connected with desires, aspirations.
Goals are related to intention.
Goals are associated with images and ideas, "constructions" of the future.
Goals are associated with will and consciousness.
The target is a process integrator.
In general, purpose is related to the category - Meaning. The goal is what is the basis of any action and is also the result.
Keywords:Desires, Intentions, Images, Will, Consciousness, Integration, Meaning.
Continuing to analyze what goals are, you intuitively feel the whole heterogeneity of the phenomenon. It's one thing, I went to the store with a specific purpose (or indefinite), another thing, I go in for sports or painting or do business or go to war.
Goals - awareness, values, bad goals, process goals.
It should be noted that the ability to set and achieve goals is purely human. According to modern scientific data, animals or plants do not have the ability to set goals. Their behavior (in the case of animals) is based on instincts and reflexes.
However, one must understand that human goals are also based on biological needs, which sometimes dictate various forms of behavior. But the biological need in itself, or rather the satisfaction of such needs, is not a goal until it becomes realized. Only by realizing our need for something, we can set a goal. The nuances of satisfying needs, however, depend entirely on socio-cultural characteristics and, of course, are associated with the “higher” goals of the individual.
Personal goals are not always clear to a person. Depending on culture and upbringing, individual life experience, we do something seemingly aimlessly or without thinking about the goals or meanings of the action.
In this case, it makes sense to talk about awareness of goals. The more we realize and understand ourselves, the better we understand our goals.
At the same time, good self-knowledge is associated with effective goal setting and reduces the likelihood of setting the so-called “bad goal”.
bad goals- these are those that, taking a lot of time and effort, remain unachieved, and, despite the fact that their achievement is declared in the depths of the soul, a person feels discomfort and rejection of these goals.
The reason for the emergence of bad goals will become clearer if we think a little about values as elements of a person's orientation in society.
From birth and throughout life, a person is in culture and society, and in the process of life perceives the values that are encoded in culture. Based on these values, a person sets goals. But, often, goals (if we talk about more global, strategic goals) are already included in cultural education and are taken for granted: you want to grow a tree, build a house and raise a son.
The inconsistency of goals with the deep values of a person leads to the phenomenon of a “bad” goal. The discrepancy can be caused by the influence of other people in personal communication, and in business. Influence can be mediated by many factors, both personal contacts and fashionable ideas and ideologies broadcast in culture. Bad goals cause stress and demotivation, take a lot of resources.
When talking about goals, it is necessary that it is important that the goal is not always some future. In a certain sense, purpose is the elusive present.
The goal may be to have a process with certain characteristics. For example, I want to maintain good health for as long as possible. Or - I want to receive a certain income for a certain period of time (per month, for example). The goals can also be the preservation or acquisition of a certain state or quality (the goal is to become free, to be confident, calm).
It is clear that the achievement of the goal in this case will be permanent job, activity aimed at achieving the goal in this case is constant. In general, it can be said that in the case of process goals, there is a maximum goal-value correspondence. Sometimes it is impossible to immediately distinguish between goals and values; in this case, it is probably useful to think of this phenomenon as a multifaceted process with different properties, by analogy with the corpuscular-wave theory in quantum mechanics. With awareness and understanding of our own values, we greatly facilitate goal setting and the choice of alternatives in various uncertain situations.
Goals can be ranked by levels:
. Operational
. Tactical
. Strategic
Operational goals- daily, momentary goals, which are subordinate to tactical goals and ensure the achievement of tactical goals. Operational goals are rarely specifically set on their own; rather, they are a concretization of actions to achieve tactical goals. For example, there is tactical target go to the gym and play tennis or fitness 3 times a week. Operational goals follow, prepare (buy) sports equipment, choose the optimal time for visiting, buy a subscription.
Tactical targets- goals that are set based on strategic guidelines and specify the value components of the goal. Tactical goals are, in fact, steps and tasks aimed at realizing strategic goals.
Strategic Goals- these are the most significant life goals-values that subjugate and determine life path person or the life path of a group or organization. In human life strategic goals are reflected in all life actions and steps, are the basis of any activity. In its final incarnation, the strategic goals of a person come into contact with such an existential question as the meaning of life. Confusion, ambiguity of strategic goals leads to ambiguity in all areas of human life and entails 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 significance of tactical goals associated with the speedy stabilization of the situation, survival in the biological sense, sharply increases.
At the same time, strategic goals based on values never cease to influence a person's entire life even during critical periods. Sometimes it is during critical periods that new values and strategic goals are formed as a result of intense emotional experience.
Goal Properties
Properties of goals reflect the variability and nature of personality development. I will name the main ones.
Depth- the influence of the goal on different spheres of life and the degree of this influence. This is a property of strategic goals.
Consistency- the degree of interconnection and influence on other goals.
Plastic- Goals and values change over time. Personal values are formed gradually, and, accordingly, strategic goals also undergo changes.
Target correctness- this is the consistency between strategic goals-values and tactical goals. In a situation where tactical goals are not aligned 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 the goals.
The process of setting goals is goal setting.
goal setting- practical understanding of one's activities by a person in terms of the formation (setting) of goals and their implementation (achievement) by the most economical (profitable) means. It is often understood as the effective management of a human time resource, or as a process of choosing one or more goals with the establishment of tolerance parameters for the implementation of an idea. Material from Wikipedia
Goal-setting is a creative process, and the more creative the higher the level of goals. If at the operational and partly tactical level goal-setting is more connected with logic and analytical thinking, and is often associated with decomposition, then at the strategic level it is with creativity and synthetic thinking.
The necessary qualities and abilities for “good” goal setting are: good knowledge of yourself, your leading motives and values, will, creativity and imagination. Of course, logical and structured thinking is also of great importance. Goal setting can generally be seen as a skill that can be trained with proper practice.
The meaning of goal setting.
Goal setting is a manifestation existentially th essence of man, the process of active formation of reality. The process of goal-setting and further goal-achievement is, in fact, the free will and one of the needs of the individual. Conscious goal-setting is the creation of a vector in the probabilistic space of life. The very setting of the goal 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 an increase in energy levels, is a powerful self-motivating factor. Goal setting removes the degree of uncertainty and reduces anxiety.
Existentialism(fr. existentialism from lat. exsistentia- existence), also the philosophy of existence existentiality- the interconnection of the structures that constitute the existence, the existential structure of presence.
Rejection of goal setting
The rejection of goal setting is expressed in the negative attitude of the individual to the idea of goal setting. It is associated with many factors, for example, the vagueness of why goal-setting is actually needed and how it affects a person’s life, poor self-knowledge and the presence of contradictory tendencies, intrapersonal conflicts. In such cases, a person literally does not understand what he wants. Self-understanding, conscious goal-setting may be associated with the actualization of the conflict, in which case the awareness of values and goals will be blocked by psychological defenses.
In addition to intrapersonal conflict, the rejection of goal setting can be associated with fears caused by the experience of setting and not achieving a goal, with a lack of information about one's own capabilities and resources to achieve and move towards a goal.
Forming one's own values, describing areas of life, thinking about the desires behind the adoption of a particular decision, a person reduces the degree of uncertainty in his life.
Understanding your own landmarks provides multiple benefits. Making complex decisions, choosing alternatives, tactical planning and achieving goals that are expressed in concrete results, is significantly dependent on strategic planning.
Although it is necessary to understand that planning, in its essence, continuous process. Living conditions change, the personality develops, there is a revision of some prerequisites, values that affect decision-making.
Constant probabilistic forecasting, taking into account emerging opportunities, comparing with values and making decisions is a habit that allows you to live more efficiently 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 see reality. When you begin to think about your values, goals, guidelines, desired events - you see the future reality. The better you understand the values and goals, which are vector options for values, the clearer you see the future. In the context of personal development, it is noteworthy that, seeing the future, you get the opportunity to choose it, strengthen your degree of freedom. It is likely that before starting work on goal setting or at the very beginning of it, there may be some amount of husk, an alluvial layer on this reservoir. The practical consequence of this will be to pay close attention to the declared values and goals.
The correlation of goals and values among themselves and the clarification of 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 get closer to a better understanding of our values and goals. During self-analysis, the answers should be recorded. Sometimes they are quite unexpected.
Goal setting methods and goal setting principles
I.
The key to good goal setting is knowing yourself.
Accordingly, goal-setting should begin with the study and study of oneself, one's values, the relationship and mutual influences of existing goals.
This point is often overlooked 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 character” and are not goal setting methods, but methods of critical analysis of goals. (SMART methodology for example). Such techniques can be used for tactical goal setting, but hardly make sense for a strategic one. The disadvantage of such methods is the principles on which they are based.
Strategic goal-setting should begin with an analysis of the values and important attitudes of a person. In fact, it is deep self-exploration in which help: methods directed imagination, Socratic dialogue with a trained consultant, test methods (for example, Rokich'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, Me, etc.
Structuring the spheres of life in different ways reflects the picture of the world of a person and the nature of his values and attitudes.
The goal is part of the dream. To embody means to express a dream in a concrete, real form, that is, to make it a goal. To realize a goal means to realize, fulfill, put into practice, make 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, as they are a reflection of the common 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) expected result of activity;
2) subject projection of the future;
3) a subjective image of the desired, ahead of the reflection of events in the mind of a person.
In what follows, by the goal in education we mean expected result - educational product, which can be internal or external, but it must be created within a certain period of time and it can be diagnosed, i.e. the target must be verifiable.
Note also that the goal is different from the task. The task is part of the goal. Each goal is a task in relation to the higher goal.
The concepts preceding the goal are the 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 institution of educational goal-setting.
Goal setting has always been present as an element of any learning system.. Another thing is that not all subjects of training could participate in goal setting. For example, in Soviet time most of the goals of training and education were set "from above". The institution of educational goal-setting as a scientific, and not a political organization, was absent. For example, methodological support schools have long been engaged in the Research Institute of the Content and Methods of Education (NII SiMO), in the name of which the scope of its influence on school education in the country, i.e. content and teaching methods, but not goals.
And today, unfortunately, it should be recognized that a full-fledged institution of educational goal-setting does not exist in the country. This leads to vague formulations of goals and unattainable benchmarks already 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 to form 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 the coordination of joint activities state power and society in the main areas of implementation of this strategy”.
Analysis of this fragment leads to the conclusion that the stated goals are not developed:
1. The document is supposed to form a strategy. Obviously, it is impossible to form a strategy with a document.
2. "Qualitative breakthrough in Russian education" - It is not clear what kind of breakthrough, where and from where.
3. "... and on this foundation ..." - What is this foundation, nothing is said about it.
4. "The new quality of the life of the country" - In what and in relation to what is the new quality?
5. "Coordination of the joint activities of state power and society in the main areas 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 analyzed document: " From competitive education to the competitiveness of Russia". Once upon a time, such a strategy already existed and was called "catch up and overtake." It is unlikely that such an external reference meets the aspirations of millions of people as the main goal of education.
It follows from the foregoing that the analyzed document will not be able to have a positive impact on the real state of affairs in education due to the lack of elaboration of the target block. Similar problems can be found in other documents related to education. Reason is lack scientific approach to designing the meaning, goals and strategy of education. Obviously, research in this area is relevant and necessary, and not only for didactics and other pedagogical disciplines.
Educational goals include: state regulatory, public, national-regional, school, individual goals of teachers, students, their parents. Depending on educational paradigms and didactic systems, educational goals may include the goals of mastering knowledge, skills, developing abilities, forming relationships, creative self-realization, self-determination, career guidance, etc. There are so-called formal goals: to pass an exam, to enter a university etc.
Technology of cultivation of goals and values of education. Goals are not the initial element of education 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 lies in the consolidation of various subjects of education in relation to the values chosen as basic.
For example, two opposite meanings of education are known: “to have” and “to be”. Educators and philosophers are exploring these and other meanings, but their work is far from over.
Suppose the goals and values of education are defined by scientists. What to do with them now? Are there means and technologies in pedagogy for the formation of values and goals?
We offer a technology for the cultivation of 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. On initial stage there is an identification of existing values - in people, in society, in philosophy. For the student, the result of such identification is formalized in the form of what is called the "I-image" determines what is significant for 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 to get acquainted with 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 analogy here we mean the same value object, for example, the attitude towards war and peace. This stage of comparing different values is realized in educational situations. The student not only learns something else, he transforms his primary "I-image", grows his own value base.
4. Escort. This is the role of the program in relation to the process of value self-determination of the student. Moreover, we are not talking about "bringing" 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- reversal, reflection), form theoretical activity a person, aimed at comprehending their 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 attachment to the individual. In this case, with any changes in society or in politics, it will not be necessary every time to look for new values that need to be "inculcated" in young people, but to ensure the student's trajectory in relation to any, including new value scales.
Personal goal-setting of a student belongs 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: firstly, building a personal relationship of the student with the object of goal setting (thing, concept, process, phenomenon, fundamental educational object), which reveals and actualizes his personal qualities related to to the object (for example, love of nature when studying a plant); secondly, the establishment of the personal meaning and (or) image of the fundamental educational object, that is, the designation in the object of what it is connected with the personality of the subject who cognizes it; thirdly, the choice of the type of relationship or type of activity for interaction with the 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 areas requires the student to choose techniques, methods and technologies, that is, the student's goals in the field of applied educational technologies. In other words, the educational goals of the student 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 performs the same procedures as in goal-setting in educational areas: establishes a personal attitude to the existing types and methods of activity, chooses consonant with him. individual characteristics methods of activity, finds out the essence and structure of the selected types of activity, plans their actions for their development and application.
To develop student abilities such as goal-setting, planning, rule-making, self-determination, reflection, self-assessment use of the training course. Then the development of these qualities will occur without additional expenditure of time during classes on the topics of the course. The student is faced with the need to set or choose goals whenever personal self-determination and specific actions are required of him, both in the study of individual subjects and in general educational terms. 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 purpose of an activity is its expected result. To set a goal means to predict, predict the expected result.
Often the goals declared in the curricula differ significantly from the real life orientations and interests of students, which is the reason for the discrepancy between the desired and the actual in learning. To prevent this undesirable phenomenon, it is necessary to introduce students into the procedure of educational goal-setting from the beginning of the study of the course, section or topic.
The following groups of students' goals are possible
Personal Goals- understanding the goals of education: the acquisition of 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 under study; development of skills to use the simplest devices; solving typical or creative problems on the topic;
creative goals- compiling a collection of tasks; writing a natural science treatise; designing 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 the skills of self-organization of educational activities; the ability to set a goal, plan activities; development of group work skills; mastering the technique of conducting discussions.
At the beginning of a particular training learning topic goals can be the following:
A) create a holistic image of the 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 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 activities, we will post them for setting individual goals in the subject for a period of time that is visible to them;
D) compose curriculum for a foreseeable period of time, including in it a personal component of its own, that is, goals for the subject.
The target list 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) perform independent research on the chosen topic (specify);
5) master the methods of studying and explaining the phenomena studied in the topic;
6) to consider in depth specific issues of the topic (list them);
7) to show and develop their 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, discuss in a reasoned way in the course of studying the topic;
10) learn to solve problems and problems on the topic;
A special place in student-centered learning is occupied by the method of teaching students to set goals.
Available general terms and Conditions performance of the goal-setting procedure by the student:
. the presence of a cognitive aspiration of the student;
. definition of the subject of its goal;
. the ability of the student to determine his connection with the subject of the goal;
. representation of the image of the intended result of their activities in relation to the subject of the goal;
. verbal (verbal) formulation of the goal;
. foresight and forecasting how the goal will be achieved;
. availability of means to achieve the goal;
. the ratio of the results obtained with the goal;
. adjustment of the target.
How is tactics different from strategy? What is the difference between these two concepts? A wise man once said that you need to think strategically and act tactically. Strategy is over general concept, a plan that can consist of several tactics. Tactics, in turn, is a focused part of this overall plan. While these terms were originally used primarily in a military context, they are now used in a wide variety of everyday areas, including business. What is the difference between tactics and strategy, such seemingly interchangeable concepts?
Main difference
Strategy differs from tactics in that completely different tactics can be constituent parts unified strategy. For example, in order to win a certain market share, you need to create. To do this, you can use such brand promotion tools as advertising with the involvement of a celebrity (tactic). The strategy includes planning both in time of war and in the peaceful field, and tactics is concerned with the implementation of goals, is responsible for the quality and effectiveness of the chosen techniques.
Strategy and tactics in business
How is tactics different from strategy? Often these concepts are interrelated and interchangeable in an arbitrary manner, so it is sometimes very difficult to differentiate between them. talking plain language, the head is responsible for the strategy, everything else is responsible for the tactics. The main thing is that they work in tandem, otherwise there can be no question of efficiency in achieving the goal. If there is a strategy without tactics, then this means that there are many thoughts and ideas, but at the same time there are no certain necessary actions.
If we consider the sphere of business, then every self-respecting organization needs big "wings" (broad strategic thinking) and big "legs" (specific steps to achieve goals) to succeed. To illustrate this clearly, we can give a specific example for a particular industry. For example, the company's goal is to become the leader in terms of sales in the market segment it occupies. It will be tactically correct to offer economically more profitable solutions than competitive enterprises without compromising the quality of service.
The art of strategy
The word strategy comes from the Greek word "strategos" which translates to "art" in general. It is often confused with tactics (Greek word "taktike"), which translates as "army organization". The original meaning of the word "tactics" is "order". The Chinese general Sun Tzu described the difference this way: "All people can see the tactics used to win, but no one can see the strategy that brought about the great victory." The difference between the concepts of "tactics" and "strategy" often lies in the fact that the strategy is designed for the long term, and tactics - for the short term.
In the modern sense, these concepts go beyond military terminology and can be used as definitions for various business practices. At its core, strategy is the mental aspect of planning, changing, or organizing something. It defines the goals to be achieved, as well as ideas for achieving these goals. Planning is followed by specific tactically thought-out actions. Tactics includes the methods and means used to carry out the plan.
Features of the implementation of goals
The implementation of the strategic goal can be purposefully and consciously improved over time. Accordingly, the plan to achieve the goals and objectives will also change. The gradual implementation and implementation of what was conceived, as well as the knowledge gained during this time, increase the overall strategic understanding and provide guidance on exactly how to best facilitate the process of achieving the set goals.
Strategy and tactics: what's the difference?
A wise man named Sun Tzu once said that strategy without tactics is the slowest route to victory, and tactics without strategy is noise before defeat. What is the difference between tactics and involves the definition of the basic functions of the organization and the use of effective combinations of capabilities and management systems that will be used to achieve goals.
The strategy is what will or will not be done. French scholar Michel de Certeau suggests that strategy essentially creates its own autonomous space. Tactics in the form of specific measures makes it possible to implement the strategic plan. You cannot achieve victory alone.
Strategic planning
Quite often people confuse strategy and tactics, thinking that the two terms are interchangeable in the field, but they are not. Strategy answers the question of what we want to achieve, and tactics - how we are going to achieve our goals. This is the difference between tactics and strategy. Thus, the strategy acts as a guide to a series of actions. Many small business owners spend a lot of time planning their business success without realizing how easy it can be. At the same time, it is important to learn to distinguish between such concepts as strategic and
How is tactics different from strategy? The difficulty lies in the fact that both definitions are closely related and, unfortunately, are often used interchangeably. However, the strategy is inextricably linked with the processes of thinking necessary for planning changes, choosing a future course of action, and so on. It defines in in general terms desired goals and why they need to be achieved. includes business ideas that determine in a global sense what can be achieved as a result of achieving the set goals.
Tactics are specific actions that are taken in the process of implementing the chosen strategy. They make up what needs to be done, in what order, by what means and human resources. You can use a range of tactics that include many different actions and efforts aimed at achieving a common goal. Tactics usually require the involvement of the organization as a whole. During strategic planning, you need to determine what specific result you want to achieve (your goals) and how you will evaluate these results. When compiling a list of specific strategic goals, it is important to pay close attention to the tactics that are planned to be used to achieve them.
The term "strategic management" appeared in everyday life at the turn of the 1960s and 70s. He marked the differences between current management at the level of production and management carried out at the level of the corporation as a whole.
Strategic management- is a system of purposeful actions of the organization, leading to a long-term excess of the level of performance of the organization's activities over the level of performance of competitors.
A task strategic management is to prepare the organization for possible changes in the market situation, to resist the adverse effects external environment in the long run.
The process of strategic management is revealed through interrelated management functions: basic and specific. But the content of some basic functions changes and new specific management functions appear.
So planning becomes strategic planning, and new functions such as marketing, innovation management, public relations, logistics, human resource management, etc.
The planning process begins with goal setting. They perform organizing, motivating and controlling functions. A goal is a desired, possible, and necessary state of a managed object.
The organization sets many different goals. These goals differ by levels, spheres, periods of time. There are four main levels of goals in an organization: mission, strategic, tactical and operational goals. At the top of the goal hierarchy is the mission.
Mission- a fundamental, unique, qualitative goal that emphasizes the features of the firm's business, its difference from other firms in the industry.
The mission can be determined by the range of needs met; set of consumers; manufactured products; competitive advantages; technologies to be used; growth and funding policies; the culture of the organization, which determines the relationship within the company, the requirements for employees.
strategic goals. These are general long-term goals that determine the future state of the organization as a whole, indicate the timing of their achievement.
Tactical targets determine the results that the main units of the organization must achieve in order to ensure the implementation of strategic goals. Thus, tactical goals are a means of achieving strategic goals.
Operational (production) goals. These are specific, measurable results of the activities of departments, working groups, individual employees in the organization. They are a means to achieve tactical goals.
The main areas of goal setting are: profitability, markets, productivity, products, financial resources, production capacity, research and innovation, organization (restructuring), human resources, social responsibility.
Razmik Aydinyan, Doctor of Philosophy, Professor of St. Petersburg state university means of communication
Tatyana Shipunova, Candidate of Sociological Sciences, Senior Lecturer, St. Petersburg State University
A lot is said and written about strategy, but few people explain what it is, what is invested in the scope and content of this concept.
The term "strategy" began to be used in management in the 1960s, apparently under the influence of I. Ansoff's book.
In this paper, strategy refers to the way in which resources are used. Author of one of the most best books on management, J. O "Shaughnessy agrees with this interpretation.
Since the method of using resources is set in the organization's budget, it turns out that the strategy is budget planning. P. Doyle defines this concept in a similar way: “Strategy is a set of decisions made by management on the allocation of enterprise resources”.
However, such an understanding contradicts the practice of using this word both in management and in everyday language. There are many strategic issues that are not directly related to the allocation of resources.
A. Chandler gives a different definition to this concept: “Strategy is the definition of the main long-term goals of the enterprise, the course of action and the allocation of resources.”
But if strategy is about setting goals, then what is goal setting? R. Oldcorn does not give a clear definition, but from the context of his book it turns out that he understands by strategy "the way to achieve our goals."
But this is more of a tactic than a strategy. According to the generally accepted word usage, the strategy determines where, in what direction to move, where to steer. And tactics determine how, in what way to move, what specific actions to take.
The word "strategic" in modern management is used in two senses:
- strategic means "having a long time perspective"; in this sense, this word is used in planning theory, when plans are divided into strategic (or long-term) and tactical (or current), as well as in decision theory, where plans are divided into strategic and operational-tactical;
- strategic means relating to the general path of movement towards the goal or setting the direction (course, route) of movement towards the goal; in this sense, this word is used in the doctrine of various organizational strategies - some adhere to the strategy of becoming (at the initial stage of their development), others - the strategy of survival, etc.
Strategy- this is the definition of the general path (direction, course) of movement towards a long-term goal. This understanding of the term captures both meanings of the adjective "strategic".
Tactics- this is a way of moving along the general path to the goal, that is, a form of implementing the strategy.
The table below clearly shows the possible types of the main internal goal, the corresponding types of strategies and types of tactical tasks, the solution of which ensures the implementation of the strategy and the achievement of the goal.
In the literature, due to the confusion of the concepts of "strategy" and "tactics", there is no clear classification of these phenomena. The tactical tasks of "growth", "expansion" and "diversification" are presented as independent strategies, and without a clear distinction and allocation of their types. And the expansion strategy is not named at all. Only types of diversification are singled out. These tactics (or tactical tasks) cannot be called strategies, if only because there are firms that simultaneously use the expansion of the market, and the expansion of production, and growth. But at this stage of the development of the company, there can be only one strategy, because, going towards the goal, it is impossible to move in different directions. There can be only one general path or course of movement towards the goal. At the same time, by implementing a unified expansion strategy, one can simultaneously resort to various tactics or (which is the same thing) simultaneously solve several different tactical tasks.
In conclusion, we note that a correctly set goal, a sound strategy and well-thought-out tactics help an organization successfully cope with many difficulties and problems. Footnotes
1 Ansoff I. Corporate Strategy. N.-Y., 1965.
2 O "Shaughnessy J. Principles of organization of company management. M., 1999.
3 Doyle P. Management: strategy and tactics. St. Petersburg: "Piter", 1999.
4 Cit. by: O "Shaughnessy J. Principles of organization of company management.
5 Oldcorn R. Fundamentals of management. Moscow: Finpress, 1999.
