If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state that the organization strives for at each moment of time is fixed in the form of its goals. In other words,

Strategic goals - specific results and achievements, distributed over time, which are necessary for the implementation formulated in the mission.

Goals are a specific state of individual characteristics of the organization, the achievement of which is desirable for it and to which its activities are directed.

The importance of goals for an organization cannot be overestimated.

The goals are the starting point for planning activities, the goals underlie the construction of organizational relations, the motivation system used in the organization is based on the goals, and finally, the goals are the starting point in the process of monitoring and evaluating the results of the work of individual employees, departments and the organization as a whole.

Depending on the period of time required to achieve them, the goals are divided into long-term and short-term.

In principle, the division of goals into these two types is based on the time period associated with the duration of the production cycle.

The goals, which are expected to be achieved by the end of the production cycle, are long-term. It follows that in different industries there should be different time periods to achieve long-term goals. However, in practice, goals that are achieved within one to two years are usually considered short-term, and, accordingly, goals that are achieved in three to five years are considered long-term.

The division of goals into long-term and short-term is of fundamental importance, since these goals differ significantly in content. Short-term goals are characterized by a much greater specification and detail (who, what and when should perform) than long-term goals. Sometimes, if the need arises, intermediate goals are also set between long-term and short-term goals, which are called medium-term.

Goal Requirements

Goals are essential to the successful operation and long-term survival of an organization. However, if the goals are incorrect or poorly defined, this can lead to very serious negative consequences for the organization.

The purpose of the organization is its future desired state, the motive for the behavior and actions of its employees. Unlike the mission, the goals express more specific directions of the enterprise.

Doran created the SMART GOAL checklist (see Table 2.1) which is very helpful in setting goals.

Table 2.1 - CHARACTERISTICS OF GOALS

The goals of each level reflect the overall goal, and the lower the level, the more detailed the goals.

The goals of the organization are formulated and established on the basis of the overall mission and certain values ​​and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.

First, goals should be specific and measurable. By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress. It will be easier to determine how well the organization is working towards achieving its goals.

Second, goals must be time oriented. Not only must the organization specify exactly what the organization wants to accomplish, but also when the result is to be achieved. Goals are usually set for long or short time periods. Long-term goal, has a planning horizon of approximately five years, sometimes more for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Third, goals should be achievable to serve to improve the efficiency of the organization. Setting a goal that lowers an organization's capabilities due to lack of resources or external factors can be disastrous. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.

Fourth, to be effective, the organization's multiple goals must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.

Goal Setting Directions

Depending on the specifics of the industry, the characteristics of the state of the environment, the nature and content of the mission, each organization sets its own goals, which are special both in terms of a set of organization parameters, the desired state of which acts as the goals of the organization, and in terms of the quantitative assessment of these parameters.

Objectives will be a meaningful part of the strategic planning and management process only if top management formulates them correctly, then informs all employees of the organization about them and stimulates their implementation. The strategic planning and management process will be successful to the extent that senior management is involved in setting goals, and to what extent these goals reflect the values ​​of management and the real capabilities of the firm.

Key spaces for defining organizational goals are presented in Table 9.1.

Strategic planners have come to the consensus that financial goals are the most important. Profit occupies a leading position in the hierarchy of goals of a commercial organization.

Goals are always achieved under certain restrictions, which can be set by the organization itself and act from the outside.

Internal constraints may be the principles of the firm, the level of costs, production capacity, financial resources, the state of marketing, managerial capacity, etc.

External restrictions can be legislative norms, inflation, competitors, changes in the economic situation and the level of income of the population, the financial condition of the main partners and debtors, etc.

However, despite being situational in fixing a set of goals, there are four areas in which organizations set their goals:

1) income of the organization;

2) work with clients;

3) the needs and welfare of employees;

4) social responsibility.

As can be seen, these four areas relate to the interests of all entities influencing the activities of the organization, which were discussed earlier when discussing the mission of the organization.

The most common areas for which goals are set in business organizations are as follows.

1. In the area of ​​income:

Profitability reflected in indicators such as profit margin, profitability, earnings per share, etc.;

Market position, described by indicators such as market share, sales volume, market share relative to a competitor, the share of individual products in total sales, etc.;

Productivity, expressed in costs per unit of production, material consumption, in the return per unit of production capacity, the volume of products produced per unit of time, etc.;

Financial resources, described by indicators characterizing the structure of capital, the movement of money in the organization, the amount of working capital, etc.;

The capacity of the organization, expressed in terms of target indicators regarding the size of the capacity used, the number of pieces of equipment, etc.;

Development, production of a product and updating of technology, described in terms of such indicators as the amount of costs for the implementation of projects in the field of research, the timing of the introduction of new equipment, the timing and volume of production of the product, the timing of bringing a new product to the market, the quality of the product, etc.

2. In the field of work with clients:

Customer service expressed in terms of speed of customer service, number of complaints from customers, etc.

3. In the field of work with employees:

Changes in the organization and management, reflected in indicators that set targets for the timing of organizational changes, etc.;

Human resources, described using indicators that reflect the number of work absences, staff turnover, employee training, etc.

4. In the field of social responsibility:

Providing assistance to society, described by such indicators as the amount of charity, the timing of charity events, etc.

The main idea and entrepreneurial philosophy are necessary to establish the strategic goals of the owners of the organization, its managers, employees, as well as to win the trust of customers and other stakeholders so that there is no conflict of their interests. The correct definition of goals is a global prerequisite for the successful development of a management strategy at any level.

Not only the message, entrepreneurial philosophy and main idea are used to form strategic goals. Extremely important sources of information are data on internal and external environment, expected market dynamics, competition, and other factors (see Figure 2.2).

Figure 2.2 - The process of formulating and monitoring strategic goals

Hierarchy of goals ("tree of goals")

In any large organization that has several different structural units and several levels of management, it develops hierarchy of goals, which is a decomposition of higher-level goals into lower-level goals. The specifics of the hierarchical construction of goals in the organization is due to the fact that:

Higher level goals are always broader in nature and have a longer time frame to achieve;

Lower-level goals act as a kind of means to achieve higher-level goals.

For example, short-term goals are derived from long-term ones, they are concretized and detailed, "subordinate" to them and determine the organization's activities in the short term. Short-term goals, as it were, set milestones on the way to achieving long-term goals. It is through the achievement of short-term goals that the organization moves step by step towards achieving its long-term goals.

Based on a large number of enterprise goals, their individual nature and complex relationships, a special model is used to analyze them - the goal tree model.

To build such a model, goal statements should consist of the following elements:

The scope of the goal (to what extent should the goal be achieved?);

Target deadline (How long does it take to reach the target?).

The goal structuring method provides for a quantitative and qualitative description, timing of achievement and analysis of hierarchically distributed interrelated and interdependent goals of strategic management.

Structured goals are often presented graphically in the form of a "tree" of goals, showing the links between them and the means to achieve them.

The construction of such a "tree" is carried out on the basis of deductive logic using heuristic procedures. It consists of goals of several levels: general goal - main goals (sub-goals of the 1st level) - goals of the 2nd level - sub-goals of the 3rd level, and so on up to the required level.

To achieve the general goal, it is necessary to realize the main goals (in essence, these goals act as a means in relation to the higher goal); to achieve each of the main goals, it is required to implement, respectively, their more specific goals of the 2nd level, etc.

Usually, classification, decomposition and ranking procedures are used to build a "tree" of goals. Each subgoal should be characterized by a coefficient of relative importance. The sum of these coefficients for subgoals of one goal should be equal to one.

Each level of goals (subgoals) should be formed according to a certain sign of the decomposition of the process of achieving them, and any goal (subgoal) should preferably be attributed to an organizationally separate unit or executor.

The hierarchy of goals plays very important role, as it establishes the "connectivity" of the organization and ensures the orientation of the activities of all departments to achieve the goals of the upper level. If the hierarchy of goals is built correctly, then each department, achieving its goals, makes the necessary contribution to achieving the goals of the organization as a whole.

In conclusion, the main differences between the mission and goals of the organization can be noted (table 9.2).

The goals set must have the status of law for the organization, for all its divisions and for all members. However, immutability does not follow from the requirement of obligatory goals. It was already mentioned earlier that, due to the dynamism of the environment, goals can change. It is possible to approach the problem of changing goals in the following way: goals are adjusted whenever circumstances require it. In this case, the process of changing goals is purely situational.

But another approach is possible. Many organizations implement a systematic, proactive goal change. With this approach, the organization sets long-term goals. Based on these long-term goals, detailed short-term goals (usually annual) are developed. Once these goals are achieved, new long-term goals are developed. At the same time, they take into account the changes that occur in the environment, and those changes that occur in the set and level of requirements put forward in relation to the organization by the subjects of influence. On the basis of new long-term goals, short-term goals are determined, upon reaching which new long-term goals are again developed. With this approach, long-term goals are not achieved, as they change regularly. However, there is always a long-term target orientation in the activities of the organization and the course is regularly adjusted taking into account emerging new circumstances and opportunities.

One of the most important points that determine the process of setting goals in the organization is the degree of delegation of decision-making power on goals to the lower levels of the organization. As familiarity with real practice shows, the process of setting goals in different organizations takes place in different ways. In some organizations, goal setting is completely or largely centralized, while in other organizations there may be complete or almost complete decentralization. There are organizations in which the goal-setting process is intermediate between full centralization and full decentralization.

Each of these approaches has its own specifics, advantages and disadvantages. So, in the case of complete centralization in setting goals, all goals are determined by the highest level of management of the organization. With this approach, all goals are subject to a single orientation. And this is a definite advantage. At the same time, this approach has significant drawbacks. So, the essence of one of these shortcomings is that at the lower levels of organizations there may be rejection of these goals and even resistance to their achievement.

In the case of decentralization, in the process of setting goals, along with the top and lower levels of the organization participate. There are two schemes for decentralized goal setting. In one, the goal-setting process is top-down. The decomposition of goals occurs as follows: each of the lower levels in the organization determines its goals based on what goals were set for a higher level. The second scheme suggests that the goal-setting process proceeds from the bottom up. In this case, the lower links set goals for themselves, which serve as the basis for setting goals for a subsequent, higher level.

As can be seen, different approaches to setting goals differ significantly. However, it is common that the decisive role in all cases should belong to the top management.

Strategic objectives

The distinction between goals and objectives is based on the level at which they operate in the organization. Tasks are also relevant to individual divisions of the organization or its branches.

It is also possible the presence of tasks in the goals, but at the level of departments, if they are included in the process of achieving the goals. In this case, the tasks are a reformulation of the general goals, in that part of their achievement that is assigned to individual departments (for example, the company's goal to get a certain percentage of sales growth can be reformulated as specific tasks for the production department, marketing department, transport department, financial service, etc.). d.).

Objectives are more short-term than goals, as they are related to the planning of current activities. This often leads to the fact that the tasks are inherently multiple, as they are operational in nature and may vary depending on the direction of the company.

The goal and main objectives provide the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated.

Key objectives establish what the organization intends to accomplish in the medium and long term to achieve the goal.

Article 1 (part 1) of the Constitution of the Russian Federation proclaims the Russian Federation a democratic legal state with a republican form of government. The meaning of the legal state is revealed through Art. 2 of the Constitution: "A person, his rights and freedoms are the highest value. Recognition, observance and protection of the rights and freedoms of man and citizen is the duty of the state." Highly appreciating the significance of these constitutional records, however, it should be noted that Russia today is not a state of law, just as human rights and freedoms in reality have not become the highest value. And this is a natural fact, determined both by previous history and by that difficult situation, in which it turned out modern Russia. The formation of a rule of law state and respect for human rights is an extremely difficult task, and its solution is possible only as a result of many years (and maybe decades) of the efforts of the whole society related to overcoming both the legacy of the past and those mistakes and miscalculations that were made in last years. Let us dwell on the reasons for the difficulties in the formation of a legal state in Russia. a) One of the main difficulties is the historical traditions of Russia, which were incompatible with democracy and freedom. Russia is a country dominated by a system-centered approach in the relationship between the individual and power. The ideas of freedom and human rights, universal equality and justice, which received wide use in the states of Europe and in the USA in the XVII-XVIII centuries. and became the universal slogan of bourgeois revolutions, were not alien to the political thought of Russia. However, they arose in the second half of the 18th century. (A.N. Radishchev, S.E. Desiitsky, N.I. Novikov and others). Unfortunately, these ideas could not be accepted by the public consciousness of the people, backward and illiterate, crushed by serfdom and autocracy, boundless faith in the "good king". Liberal ideas began to penetrate political and legal thought in the second half of the 19th and early 20th centuries. The desire to comprehend the experience of the French Revolution, the roots of which were laid in the Reformation and the Enlightenment, is characteristic of a large galaxy of Russian lawyers and historians. Hence the ideas of natural law and the rule of law, which are studied in the works of B.N. Chicherina, P.I. Novgorodrodtseva, B.A. Kistyakovsky, V.M. Gessen, L.I. Petrazhitsky and others. They are an as yet unappreciated contribution to the creation of the ideal of law, ensuring the freedom of the individual and all rights. However, these liberal ideas became isolated in a narrow circle of professionals; they remained alien to the public consciousness not only of the masses, but even of the intelligentsia. B.A. wrote about this with bitterness. Kistyakovsky: "Our public consciousness has never put forward the ideal of a legal person. Both sides of this ideal - a person disciplined by law and a stable legal order, and a person endowed with all rights and freely using them, are alien to the consciousness of our intelligentsia" ". The regime established after the October Revolution , was a step backwards, since he rejected the main democratic values ​​​​- freedom, the rule of law, human rights, the rule of law... Authoritarianism, the complete leveling of the individuality and originality of a person, the denial of his right to freedom of choice and self-determination became the universal rules of the new life. The principles of human rights and freedoms and the inviolability of the individual could not fit into the main concept of the revolution - the dictatorship of the proletariat, based on violence and not bound by any laws.2 The dictatorship of the proletariat is the antipode of the rule of law, since it denies legal equality and, in Lenin's words, "gives a number of withdrawals from St. rims"4 in relation to persons belonging to "foreign classes". It is essentially about the mass suppression of individuals, depriving them of such inalienable rights as the right to life, personal immunity, etc. rigid totalitarian principles. The processes that took place after the victory of October were not random deviations in the development of the country. They were natural for Russia with its community, anti-individualistic ideologies, with blind obedience to power, with mass psychological rejection of any personal manifestations, with the authoritarianism of pseudo-collectivism. The undivided dominance of Marxist ideology during the years of Soviet power greatly contributed to the establishment of pseudo-collective principles in society. Considering the main contradiction of the Marxist doctrine, I. Berdyaev noted that "Marxism does not want to see a person behind the class, it wants to see a class with its class interests behind every thought and assessment of a person"1. Based on this approach, a society that proclaimed itself the liberator of all mankind from oppression suppressed a person, any manifestations of his originality, if they did not fit into the stereotype of the "new Soviet man." Without formally denying the rights and freedoms of citizens and even including their catalog in their constitutions, the authorities did not even try to ensure political freedom, pluralism, the opportunity for each person to have their own opinions and beliefs. The unification of consciousness and the standardization of behavior became inevitable in the conditions of the barracks regime. The persecution of any manifestations of dissent was organic to the prevailing political system and persisted for many years after the liquidation of Stalin-| regime. Perestroika was an important turning point in relation to | | shsnni human rights p rule of law. And although they were! the first timid and inconsistent tags along the path of freedom ([they cannot be underestimated. Today's Russia has found itself on the ruins of a totalitarian regime, where enduring traditions of underestimating man, his rights and freedoms have been preserved. Putting forward the idea of ​​human rights and the rule of law was inevitable for government that announced a complete break with the totalitarian past. However, it lacked consistency, truly democratic guidelines and respect for human dignity as one of the main components of culture. It takes a long time for the state to be guided by the idea of ​​human rights, not in words but in deed as the highest value, so that these rights and freedoms really determine the meaning, content and application of laws, the activities of the legislative and executive authorities, local self-government. the current Law, so that a system of measures - legal, organizational, morals en-nyh - to create in society a deep respect for the rights of the individual. b) The low legal culture of officials, aggravated by the lack of real responsibility for deviation from the law, is most clearly manifested in disrespect and disregard for the law. Human rights are a category that is alien to the legal consciousness of the majority of those who, according to the Constitution, are called upon to ensure their inviolability. The most obvious proof of this is the attitude towards the Constitution itself as a kind of decoration necessary in a society that has proclaimed itself democratic and legal. The legal culture of the citizens themselves is also low, who are not accustomed to defend their morals, use legal forms of judicial protection, apply to state bodies with petitions and complaints in the course of administrative proceedings. Most likely this is the result of disbelief in the reality of any attempts to protect oneself from lawlessness. R. Isring matched the desire to defend one's right with a sense of dignity of the individual. “Whoever does not feel that in the case when his right is shamelessly violated and trampled on, the question is not just about the object of this right, but about his own personality, who in such a situation does not feel the desire to protect himself and his right, he already a hopeless person..."1. The obedience and non-resistance of a person in cases of violation of his rights is a characteristic feature of public legal consciousness, which we inherited from centuries-old anti-personal traditions. The priority of human rights and the rule of law requires the efforts of all citizens of Russia, who must contribute to the establishment of the "idea of ​​law" in their society. It is necessary to prepare people for the "fight for the right" as a manifestation of their civic duty, to carry out the propaganda of legislation, which is currently forgotten, which discarded the good traditions in this area that were formed in the 60s - 80s. The mass practical participation of citizens in the struggle for the establishment of an order based on law is a necessary condition for the formation of a rule of law state. The current apathy, unbelief, apoliticality create the ground for arbitrariness, the complete insecurity of man. c) In recent years, there has been a weakening of the Russian statehood, and this is a movement in the direction, opposite to | false to a society based on law. The destruction of the tota-|* literal state was not supported by clear prsd-g? the principles of creating a new democratic "state. The rejection and negative attitude towards the totalitarian state was extended to the state in general, which led to its weakening, the deregulation of its organs and mechanisms. The simple truth was forgotten that without a strong statehood it is impossible to carry out a radical restructuring, breaking the foundations of society - political, economic, social, moral. The free market, private property, civilized forms of democracy are incompatible with licentiousness and selfish willfulness. The state should promote reforms, and not be perceived as a hostile force that opposes the interests of society. Therefore, the state itself, all its links, is subject to reform first of all. Only a state acting on the principles of law can become one of the main factors of economic and social transformations, a guarantor of human rights and freedoms and keep new social processes within the boundaries of law. Strengthening the Russian state is an urgent task of today. It is impossible to identify a "strong" state with a totalitarian one. The latter gains power primarily through the development of its power structures, often not bound by law. A democratic state becomes "strong" only by relying on the law. The remarkable Russian philosopher and lawyer I.A. Ilyin, forcibly expelled from Russia in the 1920s, even during the period of the greatest triumph of Soviet power, prophetically foresaw its inevitable fall. He also predicted the destructive processes that we are now witnessing. I.A. Ilyin believed that in order to overcome the collapse of Russia, "strong power" was needed, which is not at all the same as "totalitarian power." "The strong power of the coming Russia should not be extra-legal and not super-legal, but formalized by law and serving the temper, with the help of law - the national legal order." Legal power is the antipode of totalitarianism, capable of ensuring the rights and freedoms of the individual, protecting her dignity. The success of the formation of the rule of law directly depends on the recognition of the special role of the Constitution of the Russian Federation.Article 15 of the Basic Law proclaims the supreme legal force of the Constitution and its direct (direct) effect and application throughout the territory of the Russian Federation.Laws and other legal acts applied in the Russian Federation should not contradict Constitution The reference to the direct effect of the Constitution has no analogues in domestic practice and obliges that the Constitution should not be decorative ornament society, but has become a working legislative act, which should guide the consideration of specific cases in courts and executive authorities. This is an essential feature of the rule of law. Record Art. 15 is supplemented and specified in Art. 18 of the Constitution, which proclaims: "The rights and freedoms of man and citizen are directly applicable. They determine the meaning, content and application of laws, the activities of the legislative and executive authorities, local self-government and are provided with justice." Recognition of the rights and freedoms of a person and a citizen as directly applicable means that a person and a citizen can exercise their rights and freedoms, as well as protect them in case of violation, guided by the Constitution, referring to it. The immediate direct effect of constitutional rights and freedoms is closely connected with general principle supreme legal force and direct effect of the Constitution of the Russian Federation. This is one of the essential features of a rule of law state, emphasizing the importance of human rights and freedoms as the highest value. The principle of direct action of rights and freedoms does not exclude the fact that some of them, for their unhindered effective implementation, need to be specified by the current law, the development of rules and procedures that streamline the exercise and observance of rights and freedoms. Yes, Art. 27 of the Constitution of the Russian Federation, which provides for the right of everyone living on the territory of the Russian Federation to free movement and choice of place of stay and residence, is specified in the Law of the Russian Federation of June 25, 1993 "On the right of citizens of the Russian Federation to freedom of movement, choice of place of stay and life within Russian Federation"; Art. 28, proclaiming freedom of conscience, is developed in the Law of the RSFSR of October 25, 1990 "On freedom of religion"; paragraph 4 of Art. 32 on the right of citizens of the Russian Federation to equal access to public service - in the Regulations on the federal public service, approved by Decree of the President of the Russian Federation of December 22, 1993 No. 2267. Legislative regulation of judicial and administrative procedures for protecting the morals of citizens is of great importance. In particular, it requires legislative regulation of Art. 33 of the Constitution of the Russian Federation, which provides for the right of citizens to individual and collective appeals. However, the principle of direct action of rights and freedoms means that these rights really belong to a person, regardless of whether they are specified in the current legislation or not, and he can protect them in all ways not prohibited by law. The principle of direct action of human rights and freedoms also means their supremacy in the legal system of the state. Legislative and other regulatory legal acts of the state are extremely diverse, they regulate the most diverse spheres of social relations. And in this diversity, priority belongs to the rights and freedoms of man and citizen, which should act as the main guideline for legislative and legal practice. The meaning and content of laws, their application are verified by the extent to which they correspond to the provision of human rights and freedoms. In the legal system, there are practically no laws that are indifferent, neutral to human rights, even in cases where they regulate relations that at first glance are remote from these customs (for example, the competence of any state bodies, economic or financial activities of enterprises, etc.). Ultimately, any legislative acts are closed in the sphere of the rights and freedoms of man and citizen. If any provisions of a normative legal act directly or indirectly infringe on human rights, this act is subject to cancellation in accordance with established procedures. A special role in this belongs to the Constitutional Court of the Russian Federation, which is called upon to resolve cases on the conformity of the Constitution with legislative and other normative legal acts. Therefore, compliance with human rights and freedoms is an indispensable condition for legislative activity, the most important requirement addressed by the Constitution to the legislative authorities and designed to ensure the supremacy of human rights and freedoms. This requirement is also addressed to the executive authorities, for which the system of human and civil rights and freedoms should serve as a natural limiter, not allowing infringement of these rights and freedoms in their rule-making and law enforcement activities. In accordance with the Constitution of the Russian Federation, the Government of the Russian Federation is called upon to take measures to strengthen the rule of law, the rights and freedoms of citizens (clause "e", part 1, article 114). Of particular importance is the constitutional provision under consideration for local governments. In exercising their competence, in particular, by providing an independent solution by the population of issues of local importance, ownership, use, disposal of municipal property, the implementation of referendums, elections and other forms of direct expression of will, local governments must proceed from inviolability, inviolability and direct action basic constitutional and other rights and freedoms of citizens as the fundamental principles of their work. The implementation of these principles at the level of local self-government is extremely important for the normal life of a Russian citizen. The direct effect of the rights and freedoms of man and citizen is ensured by justice, which is a sign of their reality and effectiveness. Ensuring the rights and freedoms of justice means that any unlawful actions of state authorities, local governments, as well as individuals that infringe on the rights and freedoms of a person and a citizen and infringe upon them, can be appealed to the court. In accordance with Art. 118 Judicial power in the Russian Federation is exercised through constitutional, civil, administrative and criminal court proceedings. These forms of legal proceedings are different ways judicial protection of human rights and freedoms. The direct and direct action of the Constitution of the Russian Federation, unfortunately, has not become a real principle of our legal life. Quite a few legal acts are still being adopted that contradict the Constitution (this is typical, in particular, for the legislation of a significant part of the regions of Russia, which perceived the expansion of independence as a "liberation" from this indispensable requirement of the Constitution). Some courts still do not accept cases for consideration when it comes to a right written in the Constitution, but not specified in current legislation. This testifies to the low level of legal consciousness and legal culture of officials, to constitutional nihilism. The Constitution can only then become the Basic Law of life if its prescriptions are binding on every official - from the president to the ordinary worker of the local administration and self-government. e) The direct effect of human rights and freedoms enshrined in the Constitution of the Russian Federation does not remove the issue of improving the mechanisms and procedures (constitutional, judicial, administrative and others) designed to protect and ensure the rights and freedoms of citizens. This makes reliable state protection of the rights of citizens, which is an important factor in the development of legal statehood. Let us first of all recall that Art. 45 of the Constitution guarantees state protection of the rights and freedoms of man and citizen of the Russian Federation. The guarantee of state protection is directly related to the duty of the state to recognize, observe and protect the rights and freedoms of man and citizen (Article 2). In order to ensure the protection of the rights and freedoms of man and citizen, the Constitution provides for a system of state guarantees, including a variety of ways and forms of carrying out this task. 1. First of all, it should be emphasized that the state guarantee of the rights and freedoms of man and citizen is possible only under the conditions of a democratic constitutional state. As already noted, Art. 1 of the Constitution proclaims the Russian Federation such a state. The rights and freedoms of a person and a citizen historically arise with the development of democracy, are generated by xu n and can really exist and develop only in a democratic society. The curtailment of democracy always begins with restrictions (direct or indirect) on the rights and freedoms of man and citizen. Therefore, in order to ensure them, it is necessary to form and develop democracy, affirm the principles of law and the value of the dignity of the individual. 2. An important state guarantee of human rights and freedoms is their recognition as directly acting, determining the functions of the legislative and executive power, local self-government (Article 18). 3. The state guarantee of the rights and freedoms of man and citizen is the fact that their regulation belongs to the exclusive jurisdiction of the Russian Federation, and this is designed to ensure a unified legal status persons residing on the territory of the Russian Federation. At the same time, the protection of the rights and freedoms of man and citizen is the subject of joint jurisdiction of the Russian Federation and the constituent entities of the Russian Federation (clause "b" part 1 of article 72). 4. The President of the Russian Federation is the guarantor of human rights and freedoms. 5. The Constitution of the Russian Federation provides for the establishment of the position of the Commissioner for Human Rights. At present, this institute functions in accordance with federal law dated February 26, 1997." 6. The task of implementing measures that ensure human rights and freedoms falls within the competence of the Government of the Russian Federation (Article 114, paragraph 1 "c"). Considering the importance of this task and the need for its real provision, with The Government of the Russian Federation should create a body (committee, commission) whose functions would include the development of guarantees of social, economic and cultural rights of citizens.These issues are of particular importance in the conditions of market relations.Along with general state guarantees, specific legal guarantees should be distinguished 1. The most important legal guarantee of rights and freedoms is judicial protection (Parts 1, 2, Article 46 of the Constitution of the Russian Federation), which, in accordance with the Constitution of the Russian Federation, is provided to everyone (Article 46). 118 notes that the judiciary is exercised through constitutional, civil, administrative and criminal judiciary All these forms of judiciary should become effective ways of protection of human and civil rights. 2. Administrative and legal methods of protecting the rights and freedoms of citizens are widely used. The guarantees of such protection are enshrined in Art. 33 of the Constitution of the Russian Federation, which provides that citizens of the Russian Federation have the right to apply personally, as well as send individual and collective appeals to state bodies and local governments. In this regard, it is necessary to adopt the Law on Citizens' Appeals. 3. A legal guarantee is the legal protection of the rights of victims of crimes and abuse of power. The state provides victims with access to justice and compensation for the damage caused (Article 52 of the Constitution of the Russian Federation). It should be expected that the right of everyone to state compensation for harm caused by illegal actions (or inaction) of public authorities or their officials, provided for in Art. 53 of the Constitution of the Russian Federation, will take its rightful place in the system of legal guarantees. The practice of compensation by the state for harm in previous years was virtually absent, and now it is not easily making its way. Therefore, it is so important to consolidate the above provision in the Constitution of the Russian Federation. 4. Finally, in the Russian Federation everyone is guaranteed the right to receive qualified legal assistance. In cases stipulated by law, legal assistance is provided free of charge (Article 48 of the Constitution of the Russian Federation). As can be seen from the foregoing, the Constitution provides for a wide range of ways and mechanisms for protecting human rights. Unfortunately, many of them are still working extremely poorly. The improvement of all mechanisms and procedures for the protection of human rights is a necessary condition for the formation of legal statehood. The state protection of human and civil rights does not exclude the independent active actions of each by all means not prohibited by law. Such methods of protection can be appeals to the media, the use of various kinds of public associations (parties, trade unions), appeals to the labor collective, meetings of citizens in order to draw attention to the violation of their (and sometimes not only their) rights and freedom. Appeal to public opinion is an important tool that complements state guarantees for the protection of human rights. A special place is occupied by the human rights movement, i.e. collective actions in the form of various kinds of associations to protect the rights and freedoms, either as a general or as a target task of ensuring the interests of certain categories of the population (disabled people, orphans, military personnel, etc.). d.). The human right to independently defend their rights and freedoms was first formally formulated in the Final Document of the Vienna Meeting of Representatives of the States-Participants of the Conference on Security and Cooperation in Europe. The states participating in the Vienna meeting expressed their determination "to respect the right of their citizens, alone or jointly with others, to make an active contribution to the development and protection of human rights and fundamental freedoms." However, a person's actions should not go against the laws established in society: one should not violate public order, bring disorganization into the work of law enforcement and other institutions; publicly insult persons who, in the opinion of an individual who defends his rights, are guilty of violating them, create situations that endanger the life and health of other people. Any extremist actions that contradict the normal life of society are unacceptable. f) There is another reason hindering the formation of a legal state in Russia: the extremely difficult economic situation. Disorganized privatization, loss of controllability of the economy, concentration of huge wealth in the hands of a small group of people determined the sharp polarization of society on the basis of attitudes towards property and the degree of material security. Merging property with power and mafia structures has become an irrefutable fact of the arable land of life. This situation inevitably gives rise to a violation of laws associated with the redistribution of monetary and raw materials, the desire to evade taxation, and the illegal export of capital abroad. Most of the population is alienated from property, and the attempts of ordinary citizens to connect to the activities of various joint-stock companies and funds end in inevitable ruin, of which the state is an indifferent witness. Preoccupation with everyday material problems alienates people from politics. Their activity has dropped sharply compared to the beginning of the 1990s, since the opportunity to improve their financial position and influence the government turned out to be minimal. Skepticism and disbelief in the activities carried out by the authorities have become the norm of our life. Meanwhile, as already noted, the rule of law is able to establish itself only in a society based on solidarity and coordination of interests, moral principles. After a protracted era of violence and suppression of individual freedom, there must be a search for new forms of life that ensure justice and the benefit of all members of society. "What are the real and true goals of the state?" asked B. Kpstyakovsky. "With the help of the state, what is necessary, dear, valuable to all people is carried out. The state in itself is a comprehensive form of solidarity between people, and at the same time it leads to the creation and development of the most complete and comprehensive forms of human solidarity. The common good is formula in which the goals and tasks of the state are expressed. A comprehensive form of human solidarity can only be a rule of law state, the purpose of which is to protect the rights and; human freedoms, and the formation of such a state must | | direct the efforts of the entire Russian society.

FEDERAL AGENCY FOR EDUCATION

STATE EDUCATIONAL INSTITUTION

HIGHER PROFESSIONAL EDUCATION

CHELYABINSK STATE UNIVERSITY

Center for Correspondence and Distance Education

Test

in the discipline "Introduction to the specialty "GMU"

Chelyabinsk 2009

Tasks

Exercise 1.

Ninety years ago, Henri Fayol wrote: “The manager must be a leader, lead by example, lead his subordinates, inspire them with enthusiasm and inspire them to achieve the overall goals of the organization. A broad knowledge of the matter and a broad vision of what is happening is necessary. impact."

What has changed in 90 years?

With the development of a market economy, in particular in our country, the terms "management", "manager", quickly and firmly entered our lives and our vocabulary, replacing such terms as "management", "managerial activity", "leader", "Director". Although all these words are synonymous with respect to each other, the term management has a broader meaning. In general, "management" is the impact of the control system (subject of control) on the controlled system (object of control) in order to transfer the controlled system into required state In particular, the role of the subject of control is the manager.

In addition, a good manager must be an organizer, and a friend, and a teacher, and an expert in setting goals, and a leader, and a person who knows how to listen to others, and this is just the beginning. He must know perfectly his direct subordinates, their abilities and the ability to perform the specific work assigned to them.

Thus, the definition of a manager by Henri Fayol is still relevant, the general meaning has remained the same, so far, in the process of learning management, Fayol's theories are taken as a basis.

Task 2.

Professional and personal model of a manager.

Exercise.

1. Describe the diagram.

2. What do you mean by "effective manager".

Give examples from the practice of Russian management.

Each person has a certain level of knowledge and some personal abilities. In the process of learning management, a person acquires the skills to analyze organization and motivation, while he improves his personal culture, develops abilities. As a result, he can make a good manager.

A manager who leads managerial activities and strives to make a career develops the will, ethics, leadership qualities and character, and also knows how to see situations, ensure the achievement of goals, and exercises constant self-management, as a result, becomes an effective manager.

Effective manager - this is a leader who works only in a positive mode for the organization. He can set the whole team on the right wave to get the most out of it. He is also able to develop the initiative of subordinates, giving them the opportunity to fully realize their position and abilities, at the cost of individual errors, the severity of which can be significantly reduced with proper supervision. It is this kind of control that is required from an effective manager, since he only has to organize the work correctly.

Task 3.

Find the following definitions of the following concepts in various reference books, dictionaries, textbooks: power, influence, delegation, democratic management style, information, competition, communication, liberal management style, leader, marketing, management, mission, motivation, organization, authority, incentive, style leadership, management.

Power - it is the right and opportunity to dispose of someone or something, to subordinate it to one's will. In its form, power can be from total (almost complete suppression of freedom) to liberal (partially restricting freedom).

Influence - an action exerted by someone (something) on ​​someone (something) - something, an impact

Liberal management style - soft leadership that does not constrain actions, the initiative of subordinates, providing them with the opportunity to show independence, reveal their creative potential; is based on respect for the supervised personnel, people.

Leader - head, head of a political party, socio-political organization or in general any group of people; a person who enjoys prestige and influence in a group.

Marketing - a system for organizing economic activity based on the study of market demand, sales opportunities for products, and services.

Management - management of socio-economic systems.

Mission - the role that an organization assigns to itself in society (or an individual person sets for himself).

Powers - officially granted official rights and obligations in a particular area of ​​activity.

Stimulus - motive, impetus; interest in doing something.

Leadership style - generalized types of leader's behavior in relations with subordinates in the process of achieving goals.

Management - the function of organized systems of various nature (biological, social, technical), which ensures the preservation of their specific structure, the maintenance of the mode of activity, the implementation of their programs and goals.

Task 4.

Round table "Give advice".

Natasha returned to work after a break due to childcare. After three years of absence, she feels insecure despite being a capable and skilled worker. What would you advise her?

Natasha needs to start by studying new instructions, regulatory documents that have come out since the past, master computer programs in her area of ​​work, do not be shy about asking for help from colleagues at work, after completing the first independent task, she will gain confidence in her abilities.

Task 5.

List the factors that affect the efficient operation of a shoe (clothing, confectionery) factory in the city. Which of the following factors can be attributed to the factors of the near (far) environment?

Factors Affecting Efficient Operation sewing factories
Internal factors	External factors
Professional level of workers	The quality of purchased raw materials
Quality control of finished products	Supply security
Availability of modern equipment	Market competition
Cost of production	Lenders
Use of modern technologies	Economic and financial stability in the country
Advertising costs	Tax law
Depreciation of equipment

Task 6.

Find definitions of the following concepts in various dictionaries, reference books, textbooks: consortium, holding, corporation, concern, open joint stock company, joint stock company closed type, limited liability company .

Consortium - temporary contractual association of firms or firms and governments of countries for the implementation of specific economic projects; an agreement between banks or industrial companies for the joint conduct of financial transactions.

Holding - a corporation or joint stock company that manages or controls the activities of one or more legally separate companies through a controlling interest in the controlled enterprises that it owns. At the same time, a controlling stake is understood as any form of participation in the capital of an enterprise, which provides an unconditional right to make or reject certain decisions at a general meeting of its participants (shareholders, shareholders) and in its management bodies.

Corporation - a legal entity, which, being an association of individuals, is independent of them (that is, self-governing).

Concern - a form of association of industrial, trade, transport enterprises, financial and research institutions, characterized by the unity of ownership and control, the presence of technological and production ties between participating enterprises, less diversification.

Joint stock company of open type - under the legislation of the Russian Federation, an association of several citizens and (or) legal entities for joint economic activities, shareholders are liable for the obligations of the company within the limits of their contribution (block of shares belonging to them).

Closed Joint Stock Company - according to the legislation of the Russian Federation, an association of citizens and (or) legal entities for joint economic activities. The statutory fund is formed only at the expense of the founders' shares. All participants are liable for the obligations of the company within the limits of their contributions to its authorized capital.

Limited Liability Company - under the civil legislation of the Russian Federation, a company founded by one or more persons, the authorized capital of which is divided into shares determined by the constituent documents. Participants are not liable for its obligations and bear the risk of losses associated with the activities of the company, within the value of their contributions. One of the organizational and legal forms of a legal entity.

Exercise 7.

Training task on municipal economics.

fayol manager management solution

The youth policy department of the Leninsky district of the city of Chelyabinsk submitted for approval to the Youth Affairs Department of the city a work plan for the current year, consisting of a list of ongoing activities, requiring funding and appointing persons responsible for the implementation of each item of the plan. Why didn't the Department approve the plan?

Perhaps the reason was the fact that the drawn up plan provides for the amount of funding for activities that are significantly larger than those included in the budget for the current year.

Task 8 .

Model a specific management situation that requires a specialist in state and municipal government to make a decision (single or collegial).

The state organization holds a competition for filling the vacant position of the state civil service (senior specialist of the 2nd category).

The head of the organization created a commission of 6 people to conduct the competition. The commission includes two independent experts (specialists from outside organizations). During the competition, it turned out that one of the members of the commission (an independent expert) is a relative of one of the applicants for the vacant position, i.e. a situation arises in which the personal interest of a member of the competition commission affects or may affect the objective decision on the winner of the competition for a vacant position (conflict of interest).

What measures should the head of the competition commission take to prevent or resolve conflicts of interest?

Exercise 9 .

Choose the answer that you think is correct.

1. The criterion for the development of society is not:

1) the level of development of science;

2) the degree of satisfaction by the individual of his needs;

3) religious preferences of society;

4) the state of the economy.

2. Consumption depends on:

1) laws in force in the state;

2) tastes and preferences of consumers;

3) the level of development of production;

4) forms of ownership.

3. The list of income and expenses of the state is called:

1) by law;

2) directive;

3) by decree;

4) budget.

4. To measures social protection relate:

1) anti-inflationary regulation;

2) the state tax system;

3) antimonopoly policy;

4) indexation of incomes of the population.

5. The economic development of the country is determined by:

1) its budget;

2) GDP

3) education expenses;

4) the number of enterprises.

6. The division of society into groups is called:

1) social displacement;

2) social differentiation;

3) social adaptation;

4) social behavior.

7. Tolerance is:

1) tolerance for other people's opinions, other people's beliefs;

2) hostility towards other peoples;

3) the exaltation of the dignity of their nation;

1) the level of education of a person;

2) the degree of influence of the individual in society;

3) level of professional training;

4) the presence of talent.

9. State guaranteeing social Human Rights,

called:

1) legal;

2) democratic;

3) highly developed;

4) social.

10. The adaptation of a person to the social environment is called:

1) social degradation;

2) social adaptation;

3) social development;

4) social behavior.

11. Politics is an activity related to:

1) with culture;

2) with authority;

3) with production;

4) with morality.

12. The policy is carried out by:

1) the state;

2) associations of citizens;

3) authorities;

4) individuals.

13. Power relies on:

2) for strength;

3) to the right ;

4) to all of the above .

14. The bearer of the policy is not:

1) an individual;

2) sport Club;

3) party;

4) the state.

15. The policy pursued by the state in relation to a particular territory is called:

1) internal;

2) promising;

3) social;

4) regional.

16. The word "bureaucracy" is translated as:

1) the power of the people;

2) table power;

3) the power of the elite;

4) anarchy.

17. The division of power into executive, legislative and judicial is carried out for:

1) management improvements;

2) concentration of power in one hand;

3) implementation of mutual control;

4) building a new society.

18. A sign of the state is not:

1) the presence of a control apparatus;

2) the presence of boundaries;

3) system of law;

4) National composition.

19. The functions of the state do not include;

1) political management;

2) border protection;

3) control over personal life;

4) development of culture.

20. Is it true that the state should:

A. Smooth out conflicts in society.

B. Support only the ruling elite.

Answer options:

1) only A is true;

2) only B is true;

3) A and B are correct;

4) both are correct.

A manager's professional resources include accumulated practical managerial experience and specialized knowledge.

The psychological resources of a manager include the style of business behavior and the way of thinking. The source of this resource is the personality itself, given by the structure of the basic components, including abilities, temperament, character, volitional qualities, emotions and motivation.

The corporate culture of the company should include the correct organization and effective achievement company goals. This is necessary to determine the direction of development and ensure the implementation of the company's strategic plan for the near future.

You will learn:

• What are the methods to achieve the goals of the organization.
• What is the most effective strategy for achieving your goals?
• How to achieve your goals with the help of a high corporate culture in the company.
• How visualization can help achieve company goals.
• How to achieve your goals through the practice of kaizen.

Objectives must be clearly defined for each level of the organization, each of its departments and divisions, as well as for each individual employee. And not only current, but also long-term. Only then will employees realize what they are doing and what result they should get, and will be able to give a more accurate assessment of their activities in terms of approaching the goal.

How to understand that the goal has been achieved?

A certain result must be achieved. This is what you should strive for. When a person achieves a goal, it is necessary to set a new task and specify what result is expected. However, the application of this approach is advisable not in relation to one or several employees, but to the entire staff of the organization.

The Strategic Planning Process Cycle (Infographic)

It is necessary to build on the goal of the company, formulated in quality policy. You need to focus on it when setting tasks for departments. And already on the basis of them, the formation of the goals of each sector is carried out, the achievement of which is possible with the help of specific actions. The process is similar for the next stage: the tasks of the lower level are formed taking into account the goals of the higher one. The lowest step is an individual employee, for whom goals, tasks and activities are thus determined. The formulation of individual goals for each employee is not required, you can define team goals.

Setting goals requires taking into account a number of factors:

• goals should be optimal, no need to overestimate or underestimate them;
• it should be possible to objectively measure targets with specific numerical values;
• it is necessary to clearly define the deadlines for achieving the goals;
• there must be a need to achieve goals, they must be useful.

Employees should also be involved in setting goals. But the choice of ways to achieve them is the prerogative of the employee directly. Creation falls on the shoulders of leaders necessary conditions to achieve the goal (time, personnel, means). Management assistance (advice) may also be required in the course of work. In addition, it must monitor the timeliness of the implementation of tasks and, if necessary, adjust the goals. Another responsibility of managers is to compare the goals of different departments and avoid competition and contradictions between them.

The task of the manager is to control the execution of tasks, the work process, intervening in it if necessary. If "goal-oriented management" is organized correctly, then it will perfectly motivate the staff, since success can be measured, and the results in achievements will become obvious. The organization will improve communication - both regarding personal success and the results of the entire unit. Coordination of individual goals and objectives with the overall goals of the organization will become real. And if an employee sees that he is involved in achieving a common goal, then he does not get hung up on his own interests. In addition, he understands the work of others better.

Example

In 2009, the management of one organization took measures to achieve planned turnover indicators. The goal was to sell $7 million worth of goods in 5 months. The CEO developed a plan according to which the task of 20 employees for the next 2 months was to call potential customers and communicate with those who had already purchased goods from the company.

Employees had to find out if customers were going to upgrade or expand their computer fleet and purchase software. The call showed that the clients are not against cooperation. The estimated amount of transactions was more than 22 million dollars.

Those who called potential buyers made sure to record their needs if the clients were at least a little interested in the company's products. This information was sent to the department interacting with customers. The employees of the telephone sales division were determined to achieve their goals by all means, and they succeeded. However, as it turned out later, the amount of sales was only 2.5 million dollars.

What caused the failure? An analysis of the achievement of the organization's goals showed that in order to fulfill the plan, employees deleted old records and created new ones, while too optimistic about the likelihood of sales. For example, by calling a client in Yekaterinburg, employees found out that he wants to purchase products worth $20 million within 3 months, and plans to purchase $600 million in 2-3 years.

And the system indicated that the amount of transactions with this client for 3 months will be 600 million dollars. That is, there was a replacement of the key goal (sales) with a secondary one (filling the system with data on the expected amount of transactions in the future).

How to achieve goals according to the "Strategy of Ivan the Fool"

A changing economic environment, new technologies and competitors are challenging top managers and employees of companies. Past experience, solutions that have already been tested in practice, do not give the desired effect. The search for new options is associated with risk, so there is a sense of impasse.

To abandon yesterday's actions and solve the problem, use the "Ivanushka the Fool" strategy. How this technology works, learn from the article of the electronic magazine "Commercial Director".

Practitioner tells

To achieve goals, follow the formula "goal - mission - policy"

Eric Blondeau,

General Director of the Russian network of hypermarkets "Mosmart", Moscow

The foundation of an organization's strategy is corporate resources. When building it, I recommend adhering to the formula "goal - mission - policy".

The purpose of the organization must be specified. Every employee should know it. Our goal is to increase the capitalization of the company. The goal is based on the mission, and that one is based on the four postulates of the company:

1. Multi-format network clients retail Mosmart receives the highest quality service that meets the most demanding requirements.
2. The goal of the company is to satisfy all the needs of customers.
3. Our organization uses innovative ways of working with consumers and constantly improves them.
4. We have excellent conditions for employees to grow and develop professionally.

The mission is a kind of foundation. Management priorities are based on company policy. Its focus is people, assets, finance and products. Any employee who has been trained by the company is familiar with its policies. Management is entirely determined by it. It even reveals the ability of the organization's personnel to achieve the designated goals, the company's architecture, etc.

Methods for achieving the goals of the organization

The way to achieve the goal (how to achieve it) is considered in a general sense, namely, what activities the organization conducts. In order to avoid confusion and misunderstandings in the process of performing tasks, managers should develop additional plans and specific instructions for achieving goals. The process of implementing all points of the strategy should be debugged.

Formal planning has the following key components: tactics, policies, procedures, and rules.

Tactics. To implement long-term plans, it is necessary to create short-term ones that are consistent with them. Short term strategy is a tactic. Let's characterize the tactical plans:

• The development of tactics is carried out in the development of the strategy.
• Top management usually takes part in developing the strategy, and building tactics is the responsibility of middle managers.
• A tactic is a plan of action for a short period of time, as opposed to a strategy, which is long-term.
• Full disclosure of strategic results may not be possible within a few years, while the results of the implementation of tactics can be detected fairly quickly. They are easy to relate to specific actions.

Politics. Once the strategy and tactics have been developed, managers need to define additional guidelines so that staff do not become disoriented and misinterpret the company's plans. That is, we need to develop a policy.

Politics is a general guide for action and decision making. Its task is to facilitate the achievement of goals.

As a rule, the formation of policy is carried out by top managers. It is being developed for a long time. It directs action towards achieving a goal or accomplishing a task. It explains what methods should be used to achieve the stated goals. Politics helps to keep goals stable and avoid making short-sighted decisions.

Procedures. It takes more than just politics to guide action. The development of procedures by managers is also mandatory. Using the lessons learned to make decisions in the future can be very useful for the organization. Reminders of the past help prevent wrong actions. In the case of frequent recurrence of the situation when developing a decision, managers, as a rule, try to use a proven course of action, considering it the right one.

A procedure is a description of the actions to be taken in a particular situation.

Rules. If the plan can only be successfully implemented if the task is completed accurately, then management may decide that there should be no freedom of choice. It can be completely excluded even when there is a possibility of such behavior of employees that can cause undesirable consequences. Rules can be developed by management to limit the actions of personnel in order to ensure that specific tasks are performed in certain ways.

The rule prescribes a certain course of action in a specific single situation.

The difference between rules and procedures is that they regulate the solution of a specific and limited issue, while procedures are guidelines for action in situations in which several sequential operations are interconnected.

• How to lead a team: develop an action plan

An effective strategy to achieve the goals of the organization

A strategy is a set of rules and techniques to achieve the main long-term goal of an organization's development.

When developing a company development strategy, the following requirements must be observed:

• the choice of a strategy can be based on the intuition and experience of management, but how feasible and high-quality it will be depends mainly on the methodology for its development, analysis of the situation and trends in its change, taking into account the main factors of successful development;
• if the development strategy is not based on a specific, understandable and realistic goal, then success will not be achieved; this goal should become the goal of management, a reflection of the potential of the organization;
• people are involved in the implementation of the strategy, therefore, when developing it, remember the need to take into account the human factor. Whatever the ideal strategy may be, it can only be implemented if the staff is interested in its implementation;
• strategy is not only a set and sequence of probable results of activity, but also the ability to distribute its stages in time. The development of a strategy requires the correct calculation of the timing, and its implementation requires the effective use of time.

An organization's strategy is a program that allows for forward-looking management. In this regard, management technologies, the level of personnel training, the socio-psychological situation in the company must correspond to the content of the strategy.

A company may have more than one strategy. Consider the most important - economic. It provides answers to the questions “What and how much to produce?”, “What methods and means to use for production?”, “For whom and when to produce?”

These questions will be revealed if the economic strategy clearly regulates:

• how to explore the conditions of competitive advantage;
• how to study the markets of potential goods and services and choose such areas of activity that will allow the company to be flexible in changing market conditions, that is, reorient to work in the most favorable economic, legal and social zones;
• how to form an organization's assortment portfolio so that it is relevant and satisfies the individual and production needs of potential customers (both domestic and foreign), and also ensures, on this basis, that the company regularly receives economic profit, that is, one that makes it possible to implement an expanded reproduction program ;
• how to distribute the organization's own funds and additional (attracted from outside) between different areas of activity, so that the productivity of their use (profitability) is the highest;
• how to interact with the markets for factors of production, securities, foreign exchange markets in order to be able to maintain the strategic potential of the company in economic terms at a level that ensures competitive advantage throughout the entire life cycle;
• what should be the pricing policy so that it can ensure the sustainability of the organization in the future, both when operating in traditional market segments and when developing new ones;
• how to detect at an early stage the prerequisites for crisis phenomena both in the country's economy and its industries, and within the organization; how to prevent the insolvency of the enterprise, its collapse.

By establishing the rules and practices that allow these areas of activity to be effectively implemented, the economic strategy of the company from the moment when its production profile begins to take shape, and all the subsequent time while it is in operation, should be aimed at maintaining a competitive advantage, preventing bankruptcy, ensuring a good profit in constantly changing conditions.

An analysis of the aspects of economic strategy discussed above makes it possible to understand that it is possible to develop effective strategic decisions only by processing large amounts of information of a different nature, which must first be collected. These are the main activities of the organization when developing a strategy:

• negotiating with various groups of strategic influence, potential suppliers of raw materials and supplies, buyers, customers, etc.;
• direct development of strategic decisions.

Components of economic strategy: commodity strategy; pricing strategy; interaction with the markets of resources, money, securities, reduction of transaction and production costs; foreign economic and investment activity; staff incentives; bankruptcy prevention.

All these components of the economic strategy are united by the fact that they form the motives that prompt one or another strategic decision to be made and ensure the effectiveness of achieving the organization's goals.

5 golden rules for achieving organizational goals

Achieving an organization's long-term goal can be compared to running a marathon. This is a test of how hardy you are, disciplined and able to focus on the main thing. Following the following rules will help you to reach the finish line with dignity:

Rule 1. The goal must be one

A business should have one long-term goal. Otherwise, a conflict between goals is inevitable, fraught with the dispersion of efforts and attention in several directions.

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Practitioner tells

Don't try to achieve two long-term goals at once

Mikhail Nikolaev,

Once upon a time, we made a mistake when we started simultaneously solving two long-term tasks: to become the leader of wine producers in Russia and to reach self-sufficiency. After a short period of time, it became obvious that these goals contradict each other. It is impossible to make huge profits by producing premium quality wine. Basically, those who make wine in large quantities on the basis of imported wine materials make their fortunes. Self-cultivation of grapes for our production (which we do) requires a lot of money, effort and time. Having understood this and thought it over well, we diversified our business and began to produce high-margin drinks - cognac and champagne. Although the main goal remained the production of high quality Russian wine.

Rule 2. The goal should be as specific as possible.

It is necessary that the degree of achievement of the goal can be measured. For example, the task "expand production" is uncertain, it needs to be specified: "doubling output in 3 years by launching a new workshop." In addition, an external assessment is important - the opinion of independent market experts and rating agencies. Therefore, another formulation of the task “to achieve the release of products of higher quality” is possible: “to receive a high assessment of experts”.

Reviews, wishes and recommendations of clients, as well as expert assessments help to achieve the goal without going astray and without being tied to momentary profit. You always want to release a simpler product, because it will not affect the sales market. And feedback causes a desire to invest in improving the product.

Rule 3. You need to break the path to the goal into manageable stages

Develop a step-by-step tactical plan, during the implementation of which you need to:

• reduce the cost of production by getting rid of assets that are not a source of stable income and do not have the potential for sale;
• change the assortment portfolio of the organization, which will position itself more specifically. It is advisable to divide your product line into segments (premium, economy);
• increase the margin component of the business.

This plan should be implemented within 3 years. The first year is enough to reduce the cost, the second - to restart the line. For the third year, you need to reach self-sufficiency.

Rule 4

Even with good planning and exact definition deadlines for the completion of tasks, there is a possibility that objective circumstances will arise that require a temporary suspension of actions or adjustments to the plan. However, a return to the original order is mandatory. The sooner it happens, the better. It is impossible to turn off the chosen path and leave the old tasks unfulfilled, taking on the solution of new ones.

Rule 5. Plans need to be adjusted

On the way to the goal, you are likely to encounter unforeseen difficulties. Be prepared to change plans according to new circumstances.

Practitioner tells

Plans don't always match reality

Mikhail Nikolaev,

managing director and co-owner of the company "Nikolaev and sons", p. Moldavanskoe (Crimean region, Krasnodar Territory)

We didn’t plan to breed brands by price, but after working for a year and analyzing the data, we saw that sales of premium wines are doing just as well as sales of inexpensive wine drinks. When we increased the price of premium wine, which is produced in small batches and has a high cost, we encountered a lack of understanding among buyers: they believed that a domestic drink could not be expensive. Nevertheless, the margin increased - as a result, the payback of the project increased. In the case of the economy segment, we had to work out a compromise solution with distributors, which made it possible to adapt the selling price to the low cost on the shelf.

The payback of this brand became possible due to the growth in sales. As a result, the premium line has become the face of the company, and the sale of inexpensive drinks has accelerated the movement towards self-sufficiency and raised funds for the development of a premium brand.

How can employees help an organization achieve its goals?

For example, you have set a goal. The next stage is to involve personnel in its implementation and assess its ability to reach the end. It is best to have a goal presentation followed by a brainstorming session. Don't lose your temper if you get criticized. Listen to the opinion of each employee. The ability to achieve goals with the help of your employees indicates excellent management skills.

In one of the organizations, sales decreased in 2003-2004. Part of the staff fell under the reduction, other workers were in a state of uncertainty. They needed to develop a new market. Approximately 20 people remained in the state. They organized a meeting, reported on the current situation of the company, and outlined the main goal.

Each employee should offer his own way of achieving the goals and objectives and tell how he would solve the problem in a presentation.

A week later, 20 projects were ready with a description of the specifics of a particular area of ​​work. At the general meeting, proposals of the greatest value were identified. On their basis, a master plan was developed, after which individual goals were determined for each employee. Of great importance was the fact that they practically set them for themselves and therefore were ready to start implementing them.

The new strategy had a strong impact on sales: in the first 3 months, the company's revenue dropped significantly. However, the staff understood what was happening and continued to work hard. The management, assessing the circumstances in which the employees found themselves, allocated funds for their material incentives. By the end of the year, the organization saw a 35% increase in sales.

Practitioner tells

Set goals based on results achieved

Vladimir Mozhenkov,

CEO, Audi Center Taganka, Moscow

When setting goals for both yourself and employees, you need to take the results already obtained as a basis. For example, the sales revenue last year amounted to a certain amount. This means that this year you should achieve slightly higher indicators, but by no means lower. You need to set goals, taking into account the available resources.

If the credit of the organization is equal to 100% of equity, then this should be taken into account when planning. Only their ambitions can be taken into account.

The goal must be quantifiable. You have to serve so many customers, sell so many units of goods. Specify your goals. For example, the goal is to sell 2,000 cars by the end of the year. You will need constant tracking of sales to understand if you are getting closer to the goal. If it is formulated indefinitely, then implementation will be impossible. After setting the main goal, you should break it down into smaller ones.

If the company develops progressively, then this indicates a competent management of it. Let's explain with the same example. Your goal is to sell 2000 cars per year. In total, 10,000 cars were sold in the capital. That is, you occupy 20% of the market volume. Two nuances should be taken into account.

First- you must sell 2000 cars, even if only 2500 are sold.

Second nuance - a mandatory analysis of the situation after achieving the goal. For example, you sold 2,000 cars, but the total number of cars sold in Moscow is 12,000. That is, competitors sold 10,000, which indicates the need to refine your strategy. To achieve the strategic goals of the organization was possible, it is necessary to constantly raise the bar.

In addition, the achievement of the goals you have outlined is possible only if the organization's staff is motivated for this, and the company's priorities coincide with theirs. This can be achieved by developing a corporate culture, properly developing a reward system, creating a trusting atmosphere, providing the opportunity for personal communication between employees and management.

It is very important for the manager to correctly assess the potential of the employee and determine his priorities. Staff should see their boss as a role model.

How visualization contributes to the achievement of organizational goals

The prospects for visualization as an HR tool for achieving the organization's goals are diverse and large-scale.

In order to effectively manage employees, you need to influence them, using various methods purposefully and dosed for this:

• stimulate them (based on the satisfaction of certain needs and requirements);
• inform (provide information necessary for independent planning and organization of the work process, as well as development);
• to convince (why influence the personal values ​​of the employee);
• to coerce (to take administrative measures in order to force them to fulfill their duties).

The perception of most of these techniques is easier if they are presented visually.

Visualization in the general sense is a set of techniques and methods that allow you to convert numerical information (static and dynamic processes) into a visual spectrum that is convenient to perceive.

Visualization makes it possible to visually and easily demonstrate almost any process, from the personal results of each employee to the overall achievements and strategic plans for the long term.

The high importance of visualization tools is due to several reasons:

1. Visualization tools allow you to present the strategy in an accessible way and describe the company's business processes for staff in a graphical form.
2. In shaping the image of the organization, visual objects play an important role - videos about the history of development, achievements, grandiose plans, a symbol and a logo.
3. One of the best tools is infographics, which provide a simple and visual representation of the results of activities over a certain period of time.
4. Individual schedules of each employee with indicators of their successful projects (deals, sales, professional achievements) - good way staff motivation.
5. The use of video materials, infographics, listening to webinars during professional training is an effective way to improve the level of qualification and acquire new knowledge and skills.
6. In order to create an optimal microclimate in the team and evoke a sense of belonging to a common cause among employees, many market leaders form and broadcast corporate and collective values.
7. A way to motivate employees is gamification. It involves their involvement in corporate game or competition.

This is not all visualization possibilities. Taking into account the fact that now everyone uses mobile devices and has constant access to the Internet, programmers have developed many tools that provide uninterrupted communication with each of the employees of the organization.

Here are examples of just some of the software that assists in team management, able to motivate and inform employees by ensuring their constant relationship:

1. Org Visualization by Nakisa- a program that visualizes the organizational structure. In it, you can view data on all employees, analytical indicators (for HR specialists and managers). Social network is integrated into the software.
2. Data Quality Console- this program allows you to find errors and analyze personnel and organizational data. Its use ensures timely detection of various errors. Their graphical display is provided.
3. success planning is a talent management tool. With its help, it is recommended to select personnel according to key indicators, as well as create a pool of successors.

Kaizen as an effective method of achieving the organization's goals

There is a simple method to achieve a difficult goal: the movement towards it must be slow but sure. The name of this method is "kaizen".

1. Ask small questions. Often the questions that management asks subordinates are too difficult: “What are your daily actions that will help the company become a leader in the market?” Questions like these make employees nervous. A better way to ask is, “What activities can you suggest to improve the manufacturing process or product?” For example, an American Airlines flight attendant noticed that most passengers left olives in salads uneaten, which she reported to management. After learning that the prices for airline-supplied dishes depend on the number of ingredients in them (they are higher for complex multi-ingredient dishes), the management decided to order a salad without olives. This allowed us to save 400 thousand US dollars.
2. Take small steps. Actions that do not change the usual course of the workflow do not alert employees. Medical Center lost customers: they had to wait too long for their turn, and they moved on to competitors. It was not possible to hire additional staff or limit the duration of the appointment to solve the problem. But the management found a way out: the nurse personally apologized to each patient who had to wait a long time, and the doctor, when parting with him, sincerely thanked him for choosing the clinic. The measures taken led to a reduction in the outflow of patients by 60% in a few months.
3. Solve small problems. One Toyota manager changed the main assembly rule: earlier, when the conveyor was moving, the worker performed only one operation, and quality control of the output was the task of the inspector. After the changes, cords were attached along the entire line, with the help of which the worker could stop the conveyor at any time if a marriage was detected. This allowed to significantly improve the quality of products. Timely identification and elimination of small problems should be a priority. It will help prevent them from developing into a system error.
4. Give out small rewards. The American company Southwest Airlines rewards employees for excellent performance by handing out coupons for products (for $ 5). This practice shows that such incentives are no less effective than expensive gifts and large bonuses. It's easy to explain: large rewards cause an increased sense of responsibility, the creative impulse can go out. Receiving small gifts, people are inspired to work even more productively.

• Efficient Manufacturing and Kaizen: Applications and Results

Practitioner tells

Why you need to help your competitors

Michael Roach,

expert in the application of Tibetan techniques, New York

Among the methods that I like to use, it is worth highlighting the 4-step goal achievement technique. Their Tibetan names are Shi, Samba, Sherpa and Tartuk.

Step 1. Decide on your desires. The thought must be clear. For example, you are the head of a company or your desire is to increase profits by 30%.

Step 2 Find someone who has the same desire and help him. That is, you need to find an owner or manager of a business that you can help grow. This is not easy, because we usually see others as competitors and don't want to spend time and money helping them (think of The Coca-Cola Company helping PepsiCo). But this is the requirement of this technique: you need to provide free assistance to a colleague who wants to increase his income. Explain to him your initiative to help disinterestedly with the desire to plant a mental seed. Do someone else's business for one hour a week, such as Friday night. I don’t know how it is in Russia, but in the USA it’s not customary to work on Friday afternoons. Therefore, the hour spent helping others will not negatively affect your affairs. What can you do for others? You can help with the website, marketing, development of a new product.

Step 3 Help in action. For example, while already doing training activities, I found a Mexican competitor training organization whose goal was to launch their own training course. I suggested that she develop a joint program. As a result, the lecture was attended by several thousand listeners.

Step 4 Be glad you helped someone else. In the course of the previous steps, you will plant a seed in your mind. However, it may not sprout if it is not watered and fertilized. How to do it? Before going to bed, think about how you helped your colleagues. If thoughts make you happy, then be sure that it will act on the seed like water and fertilizer. Regular watering will provide fast shoots, and what you want will grow out of them.

10 common mistakes that prevent you from achieving your goals

Mistake 1. There is no motivation, and you continue to work on the goal.

Because things cannot be left unfinished.

It really is. And the mistake is not that you do not quit what you started, but that you work without enthusiasm.

And it's not that, working reluctantly, gathering all your willpower into a fist, you spend a lot of time and energy, tuning in to each action for a long time. And the fact that you are doing less and less efficiently, and even if you achieve the designated goal, you (or your customer) will not be satisfied with the result.

Motivation can disappear, no one is immune from this. However, to obtain excellent results, its presence is mandatory until the end of the task.

Mistake 2. The goal is formulated incorrectly

Inaccurate formulation of goals or defining them as desires leads to the fact that they become unattainable physically. And working with them is similar to shooting at a target that is not visible.

If the goal is formulated correctly, then it will sound like a specific result that can be measured, seen or felt. There are various methods that suggest using from 5 to 14 criteria in determining the goal to ensure the effectiveness of the formulation.

Mistake 3. The goal does not match your values ​​or is not yours at all.

An example is the desire of an honest person with the right values ​​to make a quick buck using dishonest means. And he doesn't succeed at all.

Another example: a person's goal is to write a dissertation, although he does not need it at all, but his father insists. Or he wants to buy an expensive car to raise his value in the eyes of his colleagues.

If the goal is not yours, then achieving it will either be impossible or will not bring you joy, a sense of satisfaction and the feeling that you did not try in vain.

Therefore, be sure to analyze the goal for compliance with your values. In case you doubt that it is yours, its transformation is necessary.

Mistake 4. The plan is written in the form of actions. You think like a "processor"

This error is not so easy to notice for people with the process metaprogram. According to the “resulters”, who represent the world in the form of results, achievements and checklists, the “processors” are behind the times. But this is not so, they are simply characterized by “streaming”. For them, full immersion in the process and endless improvement is normal, since there are no specific exit criteria.

If the plan contains a list of what should be done, then its author is definitely a "processor". And the effectiveness of this type of plans is the lowest. They take too long to complete and in most cases they cannot be completed at all.

If you see yourself as a "processor", do not give up. Do not try to transform into a "resultant", because you have your own advantages. Just use the templates developed by the “resulters” when drawing up plans. Then you will be efficient.

Mistake 5. Some steps of the plan depend on circumstances and other people.

If this is the case, do not rule out the possibility that you will fall behind the plan all the time through no fault of your own.

Basically, this is taken for granted by people: “How could it be otherwise? Even shops have opening hours!” But using this approach entails dependence on others. Of course, it is impossible to completely exclude the influence of factors beyond your control, but the plan should definitely not depend on them.

Mistake 6. There is no system in your goals, you grab on to one thing, then another

Imagine that your task is to collect a bucket of water. To fill it, you take water from the lake in a mug. The bucket is your goal and the mug is your daily volume. According to the plan, the bucket will be completely filled, for example, in 20 days.

Now imagine that there are 5 buckets (or more, how many goals you have) and you constantly pour water from a mug into different buckets. And in 20 days, none of them will be complete. As in 40 and 60 days.

The goal will be reached in about 80-100 days. Does it suit you? Most likely, in this case, you will have to give up some goals. Either you take on everything at once, however desired results don't get.

However, focusing on only one goal is also undesirable. It can be compared to eating the same food for 20 days - it will soon get bored. Develop a general plan and a system of priorities.

Mistake 7. The goal is either too big and you don’t know where to start, or too small and doesn’t turn you on.

In order not to be unmotivated, people often set too ambitious goals and do not know where to start achieving them. Or vice versa, they are afraid of big goals and motivation is lost. It may seem that the way out is to find a middle ground, but this is not the right solution.

You need to set a goal so that its scope is sufficient for your inspiration. However, at the same time, it must be achievable and realistic. Don't look at the targets flat, use the nesting doll principle.

Mistake 8. You are constantly distracted, do not keep your focus on the goal.

In fact, this is not an indicator of how well you can concentrate. After all, if a person is interested in what he does, there are no problems with concentration. The difficulty lies in turning the process of achieving the goal into a routine.

To solve it, you need to be able to turn a routine into an interesting process.

Mistake 9. You light up quickly new goal, and then your interest fades just as rapidly and you drop the target

The success of your actions is guaranteed if you are faithful to the designated goal. There is nothing complicated here: if you are not ready to work until you achieve the desired results, then the goal is not yours and you do not need it.

Goals are difficult to work with. The main difficulty is to define YOUR goal. If you can handle this, then the rest will be easy. It's like finding your love.

However, not everyone follows the quality of the goal. Basically, everyone strives to quickly “tick” and score as many of them as possible. Like that's the most important thing...

Mistake 10. You constantly put off starting actions and start them when you have the strength and time to quality work there is little left

The effectiveness of deadline motivation is certainly the highest, but this option is “caveman”. It's time to embrace modern technology.

Information about experts

Mikhail Nikolaev He graduated from the Faculty of Humanities at the University of Pennsylvania, where he studied, among others, French and Spanish, and received a Bachelor of Art degree. In addition, he took courses in accounting, finance, marketing and advertising at the Wharton School, and also completed a number of internships, including at Deutsche Bank and in the marketing department at FC Barcelona. In 2012, he developed the startup project ExpoPromoter in Kiev, and after its completion he joined the TicketForEvent team as a sales manager and marketer. In January 2013, he became the chief marketer of the Lefkadia company, and in September, he became the General Director of the Nikolaev and Sons trading house.

LLC "Nikolaev and sons" Field of activity: winery. Number of employees: 150. Area of ​​vineyards: 80 hectares. Number of cultivated grape varieties: 24. Production volume: 180 thousand bottles of wine different sort in year.

Michael Roach- One of the founders of Andin International, bought in 2009 by the Warren Buffett Foundation for $250 million. He is the author of the book "Diamond Cutter" (M.: "Open World", 2005), in which he told about the history of his company and systematized the Tibetan principles that allowed it to succeed. More than 3 million copies of this book have been sold worldwide. For the past ten years, he has been holding seminars, teaching Tibetan techniques to businessmen.

To achieve success in any of your undertakings, you need a system of consistent actions. Many people think that it is enough just to determine the goal and go towards it, but everything is not so simple. If the goal is long-term, then you run the risk of meeting obstacles that you may not have enough inspiration to overcome. And only a systematic approach will help you out.

Achieving a goal is like a long, exhausting race. Someone can start running fast and after a short period of time fall exhausted. And someone will distribute them over the entire distance and cross the finish line. We bring to your attention a system of 10 steps that will help ensure that you do not run out of steam immediately after the start.

Choose a goal that motivates and inspires you

You should not set such a banal goal as. That is, of course, such a goal can be, but you should approach the formulation of the task itself in a different way. For example: learn to speak fluently without feeling embarrassed in conversations with native speakers, or learn to read and understand books in English.

One of the keys to successful goal achievement (besides discipline) is motivation. When you install it, make sure it's important to you and in line with your values. That is, the goal must have clearly defined benefits. In addition, it should be relevant to the overall picture of your life. When you install it, make sure you are very interested in achieving it by doing the following:

• Ask yourself if you put it on because you want to achieve it or because it's trendy and popular. Are your interests and needs taken into account? After all, you will have to go to the goal for a long time, so you need to make sure that you definitely need it.
• Ask yourself, “On a scale of 1 to 10, how much do I need this?”.
• Write down all the benefits you expect to receive if you reach your goal.
• Ask yourself: “How does this goal fit into the overall picture of my life?”.

Move on to the second step when you are satisfied that you are motivated enough to achieve this goal.

Make her specific

You've probably heard it a million times: vague goals produce vague results. If you want positive, unambiguous results, your goals must be specific. Let's say you want to read 30 classic fiction books in the next year. For this you need:

• Write down the titles of all the books you want to read. Spend enough time compiling a list of books that interest you.
• Determine whether they will be in electronic or paper format.
• Decide how long it will take to read.

Look at your goal and ask yourself, "How can I make it more specific?" Then ask again, "How can I make it even more specific?" In our case, the answer will be: “Read one book from the list every week.”

Set a deadline

Deadlines are one of the best motivators in life. They are vital to achieving the goal. Whatever goal you choose, make sure you set a deadline.

Set Milestones

The main stage is the transition from one phase to another. When the goal is too far away, milestones act as signposts that allow you to track your progress and make sure you're on the right track. They also allow you to see where the occasion to rejoice and celebrate comes in, which is also important for motivation and continuation of the movement.

Find out what are the main stages on the way to your goal. This is important for the next step.

Reward Yourself

Rewards are a great incentive to work towards your goals. Ideally, however, the process of achieving the goal will be a reward in itself. But even if you love to read, sometimes reading will be very difficult.

Rewards can be quite symbolic and cost you a penny. Enjoy the process, but don't forget the little well-deserved joys of life.

Break the path to the goal into separate steps

One of the main reasons people put off their goals is because they don't know how to act. Therefore, you must clearly know what to do. That is, break it down into small steps.

Any goal can be broken down into smaller ones. For instance:

• If your goal is to write a novel, then the goal will be a certain number of pages, chapters written.
• If the goal is to study foreign language, then the goal will be to complete 3 lessons per week.

Write down these small goal-steps.

Plan it out

Once you know exactly what you'll be doing each day, it's time to start planning.

Make sure that no other business is planned and that no one and nothing will distract you. Of course, this includes muting the mobile phone.

Track progress

There are studies that show that tracking progress towards goals improves well-being and increases happiness. By evaluating your results, you will ensure that you are going in the right direction. All this in the end will give even more motivation.

When you fall, get up

In pursuit of the goal, you will fall more than once (which is why we say “when” and not “if”). It is important to be mentally prepared for the fact that there will definitely be defeats.

You can also fall behind your plan for various reasons: illness, other business, difficult circumstances. Don't give up - get back to work as soon as you can. Don't let failure distract you from your goal.

Find a way to keep accountability for your goal.

You need to make a commitment to , otherwise it will be very easy to refuse it in difficult times(and they will). If possible, work on your goal with other people. For example, write a novel together. Let it be chaotic, but in this way it will become easier to motivate each other.

We wish you good luck!