Goal setting tree of goals. Personal tree of goals and objectives or success pyramid

Criteria for goals

· Clarity;

· Measurability;

· Reachability;

· Time binding;

Let's say your goal

· Increasing income;

Tree of strategic goals using the example of Master Realty LLC

The definition of subsequent methods is created taking into account the characteristics of the company's specific business.

The goals are:

· Production;

· Sales policy;

· Income and finance;

Production:

· Cost reduction;

Marketing:

Finance:

Staff:

For the quality work of an organization, the approach to goal setting is very important.

They are the starting point when planning the entire range of activities of the organization. The tree of organizational goals serves as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, organizational units and the entire structure in general is possible only if the assigned tasks are achieved.

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Publication date: 10/13/2015

Tree of goals using the example of an organization

Tree of organizational goals

A goal tree is a special hierarchical list of the goals of each organization. In it, lower-level goals are subordinated to and contribute to the achievement of higher-order goals. The most important and important goals are located at the very top of the tree.

Criteria for goals

The established goals of the organization must meet the following criteria:

· Clarity;

· Measurability;

· Reachability;

· Necessity and sufficiency;

· Time binding;

· Consistency, according to the management hierarchy.

The consistency of all these factors contributes to the setting of clear subgoals, the achievement of which will lead over time to the realization of the general goal of the organization.

Building a “tree of goals” for an organization - an example

Dividing the main mission into smaller ones makes it easier to achieve. In this way, levels of objectives are created until an easy-to-achieve goal is set. The construction of the “goal tree” is carried out taking into account the “from general to specific” method. The quality of such a plan depends on the skill level of the specialist who was entrusted to create it.

Let's say your goal "increasing company profits". If you think logically, then you can achieve it in two ways:

· Increasing income;

Any organization (commercial, government, charity or public) pursues its own goal. Thanks to the presence of goals, enterprises exist and function.

Depending on the direction of the organization, its goals are determined:

· A commercial company’s goal is to obtain maximum profit;

· For social - fulfillment of a socially important task;

· At the charity - helping those in need.

The goals are:

· Short-term. Achieved within a year;

· Medium-term. Completed in 1-5 years;

· Long-term. Achieved in no less than 5 years.

An example of an organization's goal tree

The top of the tree always belongs to the overall goal of the company (its mission). Next comes the division into subtasks, the implementation of which contributes to the achievement of the main mission. One level is occupied by goals that do not depend on each other, and also do not originate from each other.

The set of company goals is individual, but there are some areas of activity in which organizations show genuine interest:

· Production;

· Sales policy;

· Income and finance;

· Policy towards personnel.

The number of levels that make up the main goal of an organization depends on the size of the company, the complexity of its goal, the hierarchy in management and the organizational structure.

The goals of the organization set in different areas of its activities

Production:

· Cost reduction;

· Improving the competitiveness of the product;

· Increasing production efficiency;

· Development and use of the latest technologies.

Marketing:

· Promotion of goods on the market;

· Increasing the range of products.

Finance:

· Achieving effective financial management of the organization;

· Achieving improved solvency and profitability;

· Achieving increased investment attractiveness.

Staff:

· Improvement of personnel qualifications;

· Improvement of enterprise personnel;

· Development of an incentive system;

· Increasing the productive aspect of work.

For the quality work of an organization, the approach to goal setting is very important. They are the starting point when planning the entire range of activities of the organization. The tree of organizational goals serves as the basis for building relationships in the company, as well as a motivation system. Evaluation of the work of personnel, organizational units and the entire structure in general is possible only if the assigned tasks are achieved.

Articles on similar topics:

Publication date: 10/13/2015

Do you have a dream? Everyone has it, even if they don't think so. A dream is something that is currently neither feasible nor achievable. For one it could be a trip to the sea, and for another it could be a flight into space. Small dreams turn into tasks, big ones into goals, but global ones remain a dream. How to get to this peak - a dream? To plan! One of the planning methods is building a goal tree, let's figure out what it is and how to build it?

Goal tree– a hierarchical principle of constructing a structure of goals and objectives; it has a top and subordinate levels. You could say it's an inverted tree, but it's better to call this structure a pyramid. The pyramid of your success - the more energy you spend, the closer you get to the top. Therefore, by performing small operations, it is much easier to reach your dream.

Building a goal tree

So, the top of the pyramid is dream. A dream is difficult to achieve, and sometimes completely unattainable, but at the same time you really want it. To decide on your dream and main life goals, think about philosophical questions: “Why am I living? What do I want to achieve in this life? What will remain of me when I leave this world? It is very difficult to answer these questions, but it is important. Of course, you can live for today, but the older you get, the more you think about the meaning of life.

Main life goals(period of achievement of 10 years) must be realistic as opposed to a dream. They should relate to the main areas of life: family, financial and material situation, education, self-expression, etc.

Next we follow the principle of breaking it down into smaller ones. goals(5-10 years) and subgoals(1-3 years). Goals are the results that we want to achieve in a given area, and subgoals are the goals given in specific conditions. Questions to help you define your goals: “What is important to you in life? What would you like to have in order to feel happy? What do you like to do and what would you like to achieve in it? For what purposes do you earn money, besides satisfying physical needs? The sum of the subgoals leads to the goal, you must represent 80% of the subgoals to achieve it. How to set goals correctly.

Subgoals are formed from tasks that you complete every month, week, day. To determine a subgoal, answer the question: “What do you want to get out of the task in the future?” That is, in this case we go from bottom to top. Analyze what you do every day, where will it lead you in the end? Once you've decided on your subgoals, identify the tasks you're doing or what you're missing in order to achieve the subgoal. Tasks are divided into simple daily operations.

Let's sort it out For example. Let's say our goal is: holiday abroad in 2011. To go, we need money, so our subgoal will be: to earn 50 thousand rubles by May 2011 for a vacation in August 2011. Next, we need to decide where to go on vacation in 2011 - this will be the second subgoal. Now we break it down into tasks. For money: put aside 10 thousand every month (1st day) from January to May into a savings account in a bank.

Personal tree of goals and objectives or success pyramid

To decide where to go: choose a travel company; think about where you would like to go, what to see; analyze the cost of this pleasure. Next, we divide each task into operations (subtasks), this is not so difficult. Next, if we follow the plan, we will go on vacation in August 2011.

What happens if you don't plan? You will constantly think: “Oh, how I want to go, but there’s no money! And where to go, it seems like I want to visit both there and there...” So everything will remain in dreams! Therefore, they need to be translated into goals, and goals into tasks, and act! And the method of constructing a tree of goals for the pyramid of success will help you in planning.

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Strategic goals. Goal tree

Strategic goals represent the results that the company seeks to achieve in the future. Goals can be set for the company as a whole, for its structural divisions, and for specific performers. Goals, unlike targets, are clear, measurable, achievable, correlated with strategy, and also time-bound.

Goals must satisfy the following conditions:

• Measurable: all goals have a quantitative expression (relative or absolute)
• Clarity: Goals are so precise and clear that they cannot be misinterpreted
• Necessity and sufficiency: goals are formulated for all areas of activity
• Attainability: both the boss and the subordinate are confident that the goal is achievable
• Time-based: deadlines for achieving the goal are set
• Time consistency: a clear priority is established for achieving goals
• Consistency across the management hierarchy: the target indicators of structural divisions do not contradict the target indicators of the company as a whole

Setting strategic goals begins with a mission. After all, a mission is a short, clearly formulated document that explains target creation of the organization, its objectives and core values, in accordance with which the direction of the company’s activities is determined. With a brief description of the highest level directions - mission, vision and strategy - the company develops strategic goals and objectives that are understandable to each employee.

In accordance with the Balanced Scorecard methodology, strategic goals are divided into four blocks:

• Finance
• Clients
• Business processes
• Growth and learning

An example of a strategic goal in the “Finance” block:

A company can achieve revenue growth by developing customer relationships, reducing costs, and increasing productivity.

Once a company determines who its target customer is, it can formulate goals and metrics for its intended customer value proposition.

Example of strategic goals in the “Clients” block:

• Offer products and services of high quality and low price in a timely manner
• Increasing customer base

To achieve the strategic goal specified in the “Customers” block, it is necessary to set many strategic goals in the “Business Processes” block.

Building a goal tree

Let's point out some:

• Timely delivery of goods and materials by suppliers
• Reduced production costs
• Improving the efficiency of technological processes
• Improved production quality
• Timely delivery to customers

To implement all of the specified strategic goals in the blocks “Finance”, “Customers”, “Business Processes”, continuous training of enterprise employees is necessary. To achieve strategic goals, a high level of competence is required. The ability to manage quality and the delivery process is essential to maintaining a customer base. Attracting clients is built on the ability to communicate and negotiate, the ability to know and understand the client environment, customer needs, formulate a value proposition and successfully execute a transaction requires skills that need to be taught.

After all strategic goals are formed, they are combined into groups for the company as a whole and by divisions. The head of the unit organizes the work of his unit, distributing the strategic goal of his unit into the tactical goals (tasks) of his subordinates. The hierarchical alignment of the tree of goals should be built in such a way that the strategic goals of the enterprise are transformed into specific tactical goals (tasks) of each individual employee.

The technology for setting strategic goals is discussed at seminars:

Budgeting and financial planning

Strategy management. Improving business efficiency

Related articles:

Balanced Scorecard

Core business processes

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Rules for constructing a goal tree

If the goal setting of a system is defined as a combination of the goals of existence of each of its elements (creation of a system of goals), then the creation of a structure of goals of the system allows us to describe the structural and functional dependence of the elements in the whole formation (system). Determining such a dependence is the basis for identifying the patterns of structural formation of a particular system and describing it using formal methods of system analysis.

The description of the system in the form of a structure of goals, their connections and relationships underlies the systematic study of any complex object, the study of its state, behavior and control of the process of its movement towards the image of an ideal state.

An organization as a mixed system refers to a multi-purpose system. One of the possible models of system goals is shown in Table. 1.3. The purpose of this table is to demonstrate the position according to which the content of the system’s goals changes depending on what becomes the object and subject of goal formation. Another goal is to show what goals can be aimed at.

Table 1.3 Goal composition model

The contents of the table show that the organization as a system strives for passive stability and functioning regardless of the existence of the external environment. The external environment of the organization, represented by competitors and consumers of the product (service), forces it to respond to their requests using operational management methods. If management subjects set goals that are future-oriented and capable of changing the external environment, then the organization is able to initiate the events it needs to make a breakthrough and attack competitors.

Thus, the content of goals is determined not only by the subject of management, but also by the object and subject of goal formation itself. For example, the goal “Increasing labor productivity” is determined not only by the ambitions of managers, but also by the qualifications of the organization’s employees and the technical equipment of managers and workers.

2.3. Building a “goal tree”

There are no universal rules for setting goals. The main requirements for formulating goals are that they must be specific, accurate, complete and consistent.

The specificity of goals is ensured by subject focus, targeting and time certainty (the beginning, end and order of achieving goals are set), for example, an increase in labor productivity in product packaging technology by 6% over two years.

The composition and completeness of the goals depend on the specifics of the object and the conditions of the external environment, which serves as the source of the formation of the goals, for example, an increase in labor productivity by 6% within two years through the use of new materials that appeared on the market in the current year.

Goals must be considered in relation to their associated objectives to ensure their consistency and coherence in an effort to rationally allocate available resources. An example of this kind: an increase in labor productivity by 6% over two years due to the use of new materials, which will ensure the shipment of an increasing volume of products on time.

The achievability of goals is checked by assessing existing economic, legal, social, psychological and other obstacles. Let's continue the example: an increase in labor productivity by 6% over two years should be accompanied by obtaining a bank loan and leasing insurance for new equipment, as well as improving the qualifications of packaging production technologists.

To assess the degree of achievement of the goal, it is necessary to ensure the measurability of the goal, which can be both quantitative and qualitative, for example, to provide for an increase in labor productivity by 6% within two years, for which to develop a business plan for the modernization of packaging production and indicators of the success of its implementation.

The flexibility of goals is manifested in the ability to adjust them due to changes occurring in the internal and external environment of the system, for example, ensuring a 6% increase in labor productivity within two years of implementing a business plan for modernizing packaging production, providing for the purchase of equipment that can be used universally.

Considering a goal as an integral object, it is important to establish its structure, the graphical model of which is a tree-like graph (“goal tree”). In this case, the goal is decomposed into subgoals, and the number of hierarchical levels is determined by the subject of goal setting, based on the task facing him.

The procedure for structuring a goal consists of isolating the basic elements in the problem being solved and establishing connections between them, which makes it possible to formalize the problem situation.

The procedure for developing a “goal tree” is a long process with various clarifications and approvals, and the choice of the procedure itself depends on the specialist solving the problem.

The construction of a “goal tree” begins with the formulation of the main goal, which reflects the problem situation as a whole.

Following the principle “from the general to the specific”, they reduce (divide) the goal into parts (subgoals).

The hierarchy of goals is ensured by the fact that lower-level goals follow from and are subordinate to higher-level goals, i.e. the means to achieve a goal are its subgoals and, in turn, become goals for the next lower level of the hierarchy.

The completeness of the decomposition is ensured by the fact that a complete list of subgoals is formulated at each level of the hierarchy. It is clear that each goal is decomposed into at least two subgoals.

It is necessary to strive to have a common measurement scale for each level of the hierarchy.

Goals presented at the levels of the hierarchy must be flexible, provide for the possibility of adjustments and changes (both in the process of building a “tree of goals”, and in the process of changes in the external and internal environment, and in the process of implementation).

The procedure for constructing a “goal tree” is completed at the level of decomposition at which it is possible to develop alternative ways to achieve the goal.

2.4. Strategic goal system

Igor Ansoff, considering the distinctive features of strategy, gives the following definition of it and its guideline (vision): “The guideline is the goal that the company seeks to achieve, and the strategy is the means to achieve the goal.”

But from systems theory it is known that, to paraphrase the definition, a means to achieve a goal is a system. It follows that strategy is a system for achieving a goal. Let's try to substantiate the thesis put forward by analyzing the structure of the organization's goals.

In the early 1980s. A.I. Prigogine, considering the main organizational goals, proposed three types that are not related to each other by hierarchy: task goals, orientation goals and system goals. Goals-tasks were supposed to reflect the external purpose of the organization (the terminology of strategic management in this case is more consistent with “mission to the outside”). Goal orientations correspond to the common interests of employees and can be realized through the organization (inward-directed mission). The goals of the system are designed to realize the structure’s need for balance, stability, integrity (more precisely, the goal of ensuring the consistency of the organization, which is characterized, first of all, by structure - a set of connections between parts of the system), etc.

It follows that the organization’s system of goals is a “system configurator” - a system consisting of subsystems represented in different description languages, for example, an increase in labor productivity by 6% over two years and strengthening of reputation in the market for packaging services combined with a reduction working capital turnover cycle.

Let's try to imagine a model of the composition of a system of strategic management goals, which we will then transform into a model of structure. However, it is first necessary to make a few comments, guided by the provisions of system analysis.

Any activity is purposeful. An organization usually has several types of activities, so there may be more than one goal. In addition, differences in goals lead to different definitions of the same phenomena (definitions here mean the language model of a system). The above indicates that the goals of an organization can lie in several intersecting planes, and the point (or line) of intersection of these planes, as it seems to us, in general terms will most reflect the location of the total (integral) goal of the organization.

The goal here is understood as “a subjective image (abstract model) of a non-existent but desired state of the environment that would solve the problem that has arisen.”

If now this image of the desired future is projected onto the environment surrounding the object under study, then the projection will be a set of environmental elements, the use of whose properties makes it possible to achieve the goal. Such a “shadow” of a goal on the environment represents a means of achieving the goal - a system (a set of interconnected elements, isolated from the environment and interacting with it as a whole).

Reasoning in a similar way and based on previously given definitions, it is possible to build several subsystems, in different description languages, characterizing the goal in question. An example of such a description (goal configurator) is shown in Fig.

Goal tree - what is it and how to build it?

Rice. 1.8. Structure of the goal system

The presented system of goals shows that vision, mission, objective goal, strategy characterize the same goal, considering it as if in different planes, and these characteristics of the goal occupy the same (upper) level of the hierarchy.

In general, the figure illustrates the relationships between the main target characteristics of the organization and allows us to formulate the following conclusions.

Strategy is a system for achieving an organization's goals.

The direction of the strategy is determined by the mission, addressed to the environment external to the organization and inside the organization: to the social structure and to the structure that ensures the maintenance of the systemic properties of the organization.

Strategy lies on the same plane as the operational management of the organization, which consists of elements of the external environment and is poorly structured.

The purpose of the organization is a system, the subsystems of which lie in different planes, but are united by it, and through it communication is carried out between the elements of different subsystems.

The goals of an organization (like any system) are formed under the influence of many factors, as evidenced by Fig. 1.9.

Rice. 1.9. Distribution of factors influencing the formation of goals

From the figure, in particular, it follows that goals may vary:

By time of achievement and orientation;

By subjects of goal setting and by direction in space;

In terms of objectivity, they can be either objective, similar to the properties of any system, or subjective, similar to the image that the organization strives for.

The degree of achievement of the goal is assessed using the criteria selected for a specific decision.

It should be noted that goals, in contrast to targets, are characterized by clarity, measurability, achievability, correlated with the mission, and must also have a time frame for their achievement.

These distinctive features of goals are called SMART characteristics. SMART is an acronym for the following five words and concepts.

1. Specific - to be so clear and precise that there is no room for misinterpretation or multiple interpretations.

2. Measurable - express quantitatively everything that is possible, primarily subjective expectations, recording what the result may turn out to be if the goal is achieved.

3. Achievable - both the boss and the subordinate must be sure that the set goal is achievable.

4. Related – relate to the strategy, economic goals of the organization, and the interests of the performer.

5. Time-bound – allow definition on a time scale based on the deadlines for achieving the goal.

4.2 Solving problems in the company

It turns out that even after the completion of successful projects, Toyota managers wondered: what could have been done better?

Toyota believes that you can't solve problems until you admit they exist. The presumption of imperfection applies here. An ideal is wonderful, but small changes for the better are much more realistic; it is easier for a person to set a local goal. Not 15% by the end of the quarter, but 1% by the end of the month. The challenge is to put the talk into action, to integrate the presumption of imperfection into the way we think and act.

New employees are actively involved in the process of endless improvement. The plant has work groups, a written initiative program, and teams dedicated to solving lingering problems. But everything is based on two harsh realities.

“First of all, of course, we must produce two thousand cars a day. That’s why we don’t vote on how each car is built,” says Gritton. “You can’t stop and change the process every few minutes.” Secondly, the basic rule applies: constantly striving for excellence is not a matter of character, national culture or willpower. It rather resembles a kind of conveyor belt.

New employees first need to understand the company's standards, learn the operations, and only then offer something new. If you don't fully understand the nature of the work, how can you know what you're offering is useful?

4.2 Toyota's goals and prospects

First of all, Toyota showed the world how cars should be made: few people had heard of the Toyota Production System (TPS) before it, and in particular its most important element - the Just-in-Time system - were described in a published 1991 book "The Machine That Changed the World."

The key principle of TPS is to eliminate waste of resources and maintain consistent high quality through continuous improvement. JIT is just one element of a comprehensive program to eliminate unnecessary work and wasted resources. The TPS system was then implemented in many other industries around the world.

While American and European car companies were improving their models, buyers quickly realized the advantage of reliable Japanese cars and preferred them. When America and Europe introduced trade barriers in response to the spread of Japanese automobiles, Japanese companies began to build factories in European and American territory. Although Toyota expanded more slowly in the global market than Nissan or Honda, having a sophisticated production management method gave it a significant advantage as it entered the global market.

Many organizations have tried to master and apply the methods that Toyota has turned into a routine, a science, a way of thinking and being. Among these companies are GM, Ford, and Chrysler.

After this, the Big Three began to modernize their production: over the past ten years, GM and Crysler have reduced car assembly time by 30%. But they are still significantly behind Toyota. Nowhere is this clearer than at GM. “We've taken a huge step forward,” says Dan Florez, a General Motors spokesman. — Transforming a company of this size is not an easy task, it cannot be solved overnight. But a cultural revolution has occurred and change is in full swing.”

What happens every day at Toyota can be taught and learned. But this is not a goal, because a goal presupposes a finishing point, and there is none here. This cannot be applied because it is not a list of innovations. This is a different worldview. You cannot lose interest in him, shrug your shoulders and retreat, just as you cannot lose interest in your future.

At Toyota, getting the job done and improving the quality of the job become one.

Looking into the new century, most experts note a change in the balance of power in the global automotive industry in favor of Japanese companies and therefore recommend using Japanese experience in organizing production and management whenever possible. The Japanese automobile industry leads the world in low production costs.

The company's mission is to meet customer needs by eliminating the three main barriers to production efficiency: waste, variation and inflexibility.

Taichi Ohno, founder of lean manufacturing and executive vice president of Toyota Motor since 1975, formulated the basic principles of the Toyota Production System, on which it stands until today.

1. Produce only what is needed, and only when needed. The rule applies to spare parts, to the organization, to product characteristics. Everything else is waste.

2. When an error occurs, you should immediately find its cause, eliminate it, and prevent its occurrence in the future. Goal: no errors.

3. All employees and suppliers must continuously improve product quality and improve the production process. 16

Japanese company management is focused on creating global production systems that are believed to be more stable than those in individual countries and less susceptible to political and economic upheavals that may arise in a single country. It is planned to reduce suppliers and focus on those that provide world standards based on the latest technologies. Interregional cooperation in the production of components, according to Japanese economists, will reduce production costs and make better use of competitive levers. The goal is to establish a global just-in-time delivery system, which has proven effective in Japan, but this will be at a new, higher and more complex level.

Conclusion

An important management task is to establish a balance of interests of various social institutions and groups of people interested in the functioning of the organization and influencing the nature, content and direction of its functioning. The balance of interests determines where the organization will move, its target orientation in the form of mission and goals.

Determining the mission and goals of the organization, considered as one of the processes of strategic management, consists of three processes, each of which requires a lot of and extremely responsible work. The first process is to formulate the company’s mission, which in a concentrated form expresses the meaning of the company’s existence, its purpose. The mission gives the organization originality and fills the work of people with special meaning. Next comes the sub-process of defining long-term goals. And this part of strategic management ends with the subprocess of setting short-term goals. Forming a mission and establishing the goals of the company leads to the fact that it becomes clear why the company operates and what it strives for.

The basis of Toyota's success is its perfect production management and high-quality work on creating new models, allowing it to offer consumers new model ranges every two years. The company produces 60 basic models for Japan and many options for foreign markets, while the degree of unification is very high - Toyota very successfully uses components and assemblies from old ones in new models.

Toyota Motor Company's just-in-time manufacturing system, created by Taichi Ohno, involves eliminating activities that do not generate revenue and moving toward "lean manufacturing" that is flexible enough to accommodate a variety of customer demands.

One of the principles of Japanese management is total quality control (TQC), which initially focused on managing the quality assurance process. Subsequently, it grew into a system covering all aspects of management.

The task of senior management is to analyze the company's current market position and set priorities for policies to improve quality, costs and delivery.

Employees must understand Toyota's way of thinking and operating, and then engage in the process of continuous self-improvement and management of the company.

Bibliography

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3. Vachugov D.D. Fundamentals of Management: a textbook for university students studying economics in the direction of “Management” / ed. D.D. Vachugova. — 2nd ed., revised. and additional - M.: Higher School, 2005. - 376 p.

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Creating a project goal tree

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Annex 1

Organizational strategic planning process

Appendix 1.2

Types of value orientations of an organization

Value orientations	General descriptors	Types of Goal Preferences
Theoretical	True; knowledge; rational thinking.	Long-term research and development.
Economic	Practicality; utility; accumulation of wealth.	Growth, profitability and results.
Political	Power; vocation.	Total capital, sales; amount of workers
Social	Good human relations; attachment; absence of conflict.	Social responsibility regarding profit; indirect competition; favorable atmosphere in the organization.
Aesthetic	Artistic harmony; composition, shape and symmetry.	Design, quality and attractiveness of the product (even at the expense of profit)
Religious	Consent in the universe.	Ethics; moral problems.

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Ministry of Education and Science of the Russian Federation

Essay

According to the rate "Theory of information processes and systems"

On the topic of: "Tree of goals."

Is done by a student

Ivanov I.I.

Checked:

Petrov A.A.

Irkutsk, 2010

WITH OBSESSION

Introduction.………………………………………………………………………………...3 Theory of the method……………………………………………………… …………………………...3 Method algorithm………………………………………………………………..4 Design principles…………… ………………………………………….…5 Practical example………………………………………………………..6 Conclusion……… …………………………………..…………..………...…7

INTRODUCTION

Any undertaking must have some purpose.

For an organization, the process of choosing a mission and setting goals is a very important factor on the path to success. The goal principle in the activities of an organization does not arise only because it needs to have guidelines so as not to perish in a changing environment. First of all, the goal principle in the activities of an organization arises because an organization is an association of people pursuing certain goals.

People create organizations in order to solve their problems with their help. This means that from the very beginning, organizations have a specific goal orientation. People enter organizations in order to obtain a certain result for themselves. And it also gives the organization a certain goal orientation. Finally, people from the external environment (customers, the public, business partners, etc.), as well as those who are the owners of the organization or work in the organization, pursuing their own goals when interacting with the organization, give its existence a certain direction and thereby developing the target principle in the organization’s activities.

When we talk about the target principle in the behavior of an organization and, accordingly, about the target principle in the management of an organization, we usually talk about two components: mission and goals. Establishing both, as well as developing a behavioral strategy that ensures the fulfillment of the mission and the achievement of the organization's goals, is one of the main tasks of top management and, accordingly, forms a very important part of strategic management.

THEORY OF THE METHOD

The concept of a “tree of goals” was first proposed by C. Churchman and R. Ackoff in 1957 and is an organizing tool (similar to a company’s organizational chart) used to form elements of the company’s overall target development program (main or general goals) and correlate with specific goals various levels and areas of activity.

The novelty of the method proposed by C. Churchman and R. Ackoff was that they attempted to assign quantitative weights and coefficients to various functional subsystems in order to identify which of the possible combinations provide the best return.

The term “tree” implies the use of a hierarchical structure obtained by dividing the general goal into subgoals, and these, in turn, into more detailed components, which can be called subgoals of lower levels or, starting from a certain level, functions.

As a rule, the term “goal tree” is used for hierarchical structures that have strictly tree-like relationships, but the method itself is sometimes used in the case of “weak” hierarchies.

This method is widely used to predict possible

directions of development of science, technology and technology.

Thus, the so-called tree of goals closely links long-term goals and specific tasks at each level of the hierarchy. In this case, a higher-order goal corresponds to the top of the tree, and below, in several tiers, local goals (tasks) are located, with the help of which the achievement of the top-level goals is ensured.

METHOD ALGORITHM

The tree of goals can actually be aimed at achieving

efficiency of information support for management processes, i.e.

the process of developing, adopting and monitoring the implementation of management decisions.

The algorithm for constructing a “goal tree” is as follows:
1. Determination of the general (general) goal;
2. Dividing the overall goal into subgoals (1st level subgoals);
3. Division of subgoals of the 1st level into subgoals of the 2nd level;

4. Dividing level 2 subgoals into more detailed components

(3rd level subgoals);

Elements of goal statement:

Types of goals:

Flexible
achievable
specific
acceptable
joint
measurable

PRINCIPLES OF CONSTRUCTION

The construction of a tree of goals proceeds “from top to bottom,” that is, from general goals to specific ones, through their decomposition and reduction. Thus, the achievement of the main goal is ensured through the implementation of the first level goals.

In turn, each of these goals can be decomposed into goals of the next, lower level. The decomposition can be based on various bases, for example, by areas of activity, and within areas - by subareas, by elements of the organizational structure, by the regional structure of the system, etc.

One of the basic principles of constructing a tree of goals is completeness of reduction: each goal of a given level must be presented in the form of subgoals of the next level in such a way that their totality completely defines the concept of the original goal. The exclusion of at least one subgoal deprives the completeness or changes the very concept of the original goal.

PRACTICAL EXAMPLE OF THE METHOD

To build a “goal tree” I will use a hypothetical

organization, namely the enterprise “Restaurant Food Chain”.

Satisfying the population's needs for high-quality food with high

speed of service.

1. Increase in market share by 3-5% annually

1.1 Marketing research
1.1.1 Market segmentation
1.1.2 Competitor analysis
1.1.3 Demand research

1.3 Attracting new clients

1.3.1 Product quality control

1.3.2 Improving the quality of service in the form of reducing complaints

for service personnel

1.4 Expansion of the restaurant network. Commissioning annually

new restaurant

2. Profit maximization

2.1. Introduction of new equipment and technologies
2.1.1 Conducting your own research
2.1.2 Tracking promising developments of scientific and technological progress

2.2 Cost reduction by 5% quarterly

2.2.1 Increase labor productivity by 15% quarterly

2.2.2 Reducing production costs by 20% annually

2.3 Retaining loyal customers

2.3.1 Providing various discounts

2.4 Improvement of the management process

2.4.1 Ensuring a constant flow of information

3.Formation of a positive image of a fast restaurant

3.1 Charity events, sponsorship

3.1.1 Public donations to charities

needs (orphanages, kindergartens, low-income families)

3.1.2 Establishment of scholarships and grants

Z CONCLUSION

As foreign practice has shown, correctly formulated goals of an enterprise are at least 50% of the success of its activities. After all, the goals of the enterprise determine the strategy of the company’s behavior in the market and much more.

An organization cannot function without targets.

The target principle in the activities of an organization is determined primarily by the fact that its activities are influenced by the interests of various groups of people. The goal in the functioning of an organization reflects the interests of such groups or groups of people as the owners of the organization, employees of the organization, customers, business partners, the local community and society as a whole.

Thus, the “goal tree” itself can be aimed at

achieving efficiency in information support of processes

management, i.e. process of development, adoption and control of implementation

management decisions.

Through the achievement of life goals, the meaning of a person’s life is determined, the same can be said about the existence of every company, be it state-owned, charitable, public or commercial, tree of organizational goals - a simple example. Any enterprise, individual entrepreneur or association pursues its own goals, which are the reason for their functioning and existence. Let's look at different types of tasks and use the example of a company to build an example of a goal tree.

Purpose and mission

Each enterprise, in the process of work, develops its own mission - the main task with which to justify the existence of the organization. For example, for a charity company it is helping people with cancer. For a commercial company - to earn maximum profit, for a social organization - to achieve a significant social task, for example, adaptation of disabled children in the modern world.

The process of achieving the mission will be divided into goals, “steps”, by overcoming which you can get as close as possible to solving the main task.

Types of goals

Any company for the near future sets for itself several aspirations and desires, which can be long-term, medium-term and short-term. It usually takes no more than 12 months to solve a short-term goal, medium-term ones - from one year to five to six years, and at least 5 years are required to solve a long-term problem.

How goals are set

In general, goals for the entire organization or for each of its divisions are set by the center, or decentralized and centralized by department heads. It all depends on what management system is adopted at the enterprise.

The decentralized method of goal setting can develop in two directions. In the first method, bottom-up, goals are initially set in departments, and management, based on them, determines the main tasks of the organization and ways to solve them. In the second method - from top to bottom, large tasks are set by the center, and managers, in order to solve them, locally develop smaller goals and set them for staff and workers.

A task tree using the example of a company is compiled based on an analysis of the impact of the external and internal environment in the enterprise, adhering to the main goal of the organization. And only then are individual and specific goals set.

Tree of goals using the example of an organization

Viewing an example of a goal tree in a graphical display helps to visualize the model of the organization's goals. It makes it easy to organize the importance of tasks. To construct such a graph, there are conditional positions.

The overall mission (goal) of the company is placed at the top of the tree. Then it is divided into separate subtasks, without which the main task cannot be completed. When formulating a task, it is necessary to describe the desired result, but it is not necessary to indicate the method for achieving it. Goals should be on the same level, not resulting from each other and independent of each other.

Each organization has a unique set of goals. However, several areas of activity can be distinguished; any company will find its interest in them:

Production
Personnel Policy
Finance and politics
Sales Policy

The number of levels into which the organization's main task is divided depends on the complexity of the goal, the size of the company, the hierarchy in management and organizational structure.

An example of a tree of organizational goals:

Examples of specific organizational objectives

An organization has its own goals in different areas of activity; let’s look at some of them.

Marketing

Expansion of product range
Market promotion

Production

Development and implementation of modern technologies
Improving product competitiveness
Improved production efficiency
Cost reduction

Staff

Increased productivity
Incentive system
HR optimization
Training

Example of an organization's goal tree No. 2:

Finance

Multiplying investment attractiveness
Improved profitability and solvency
Effective financial management of the organization

Setting goals for an organization is of great importance; it is the basis for building relationships within the organization, and only by solving the assigned tasks can one evaluate and keep under control the progress and results of the work of departments, personnel and the entire structure as a whole.

Requirements for writing a project in the discipline

« Management of the educational process"

All projects are carried out electronically, the volume of work is at least 3 pages A4, font 14, spacing 1.5.

Project No. 1. Design information support systems for the educational process at the level of the educational organization.

The implementation of management functions largely depends on the implementation of a strictly thought-out system of internal information of the institution and reporting, uniform forms of educational and pedagogical documentation. Only on the basis of rhythmically operating direct and feedback, reliable information, a manager can set specific tasks, make the right decisions, and ensure their practical implementation.

One of the promising means of improving the quality of management of an educational institution at the present stage is the creation of information standards that satisfy the information needs of all management entities providing information support, providing the decision-making process with a large volume of useful information, allowing to optimize information flows and bring labor intensity into line with the functionality of managers and all participants in the educational process in an educational institution. Information standards include forms for providing information materials and are used to analyze the state of the educational system and organize reporting.

Our school can use three levels of management information:

Administrative and managerial level (director and his deputies);

Collective-collegial level (teaching staff, support service for school students, educational support staff, maintenance personnel);

Co-administrative level (students, their parents, external organizations).

Each of these levels corresponds to its own, very specific set of necessary management information based on the principle of optimal sufficiency.

To make an optimal management decision, various sources of information are used (administrative, methodological, auxiliary), but in any case, in order to create a holistic information system as a condition for successful management activities, it is necessary to determine for each level:

Management information object;

Information sources;

Information flows and levels of their processing

Purpose and method of storing information.

The main criterion for selecting information is the ability of an authorized person to make a management decision at his level based on its analysis. Collecting information, based on the results of the analysis of which the person collecting it cannot or is not authorized to make a management decision, is not related to management activities and for this reason is inappropriate. The use of computer technology in the management process greatly simplifies and optimizes the process of accumulation, use and storage of management information. This makes it possible to standardize work with information, that is, to develop and use proven forms of documentation, as well as minimize the time for preparing and transmitting direct information. Collection, transmission, processing and use of feedback information.

The problem that currently exists is not so much to select the necessary and sufficient minimum of information for use, but rather to organize the optimal circulation and use of all information.

In general educational institutions with children staying around the clock, the process of information exchange is further complicated by the fact that most employees work on a schedule (in the first half of the day or in the afternoon) and this complicates the process of information exchange.

The information support scheme for the management of an educational institution that I have proposed allows all participants in the educational process to interact with each other.

Scheme of informatization of the educational process:

Level 1 (collectively - collegial)

Level 2 (administrative and managerial)

Level 3 (co-managerial)

The information support center for the management of an educational institution is the Information Center. School employees belonging to the first, collective-collegial level provide information to the Information Center. In turn, they can use the information contained in the Information Center and necessary to perform their job duties.

The information center collects information from first-level employees and external organizations and transmits it to the second level - administrative and managerial.

Administrative management personnel analyzes the information received, makes decisions and transfers it to the third co-managerial level or, if this concerns the collective-collegial level, returns the information to the first level, but also through the Information Center.

The information center consists of:

Electronic server with a local network and the necessary office equipment (automated workstation: computer, projector, scanner, printer);

Responsible for informatization of the educational process management.

Responsible for informatization:

Provides data entry into a computer database, storage of information in electronic and paper form.

Provides all participants in the educational process with the necessary information.

Creates databases for educational institutions (for students, for employees, for scientific and methodological work, for educational work).

Databases in the information center may contain the following information:

by students:

Personal data (full name, date of birth, address of residence, class, years of admission and graduation from school);

Information about parents;

Information on educational work (current grades, participation in competitions, achievements).

by employees:

Personal data;

Information about certification and qualifications;

Information about achievements.

on scientific and methodological work:

Work programs;

Media library;

Reports;

Development of open lessons;

Methodological works of teaching staff.

for educational work:

Results of monitoring progress and learning;

Development of open events;

Plans for the academic year;

Schedules of lessons, bells, electives;

General information about the school;

General lists of students and employees.

The Information Center provides and performs the following tasks:

Collection, storage, processing and transmission of information both within the educational institution and with parents (with their written consent);

Interaction with external organizations (Education Department of the Kusinsky Municipal District, pension fund, tax inspectorate, juvenile affairs inspectorate, social insurance fund, medical insurance, military registration and enlistment office, police and others);

Provides updating and addition of information databases on the server;

Provides interaction with all participants in the educational process.

To optimize the informatization of the management of an educational institution, it is necessary to determine the composition of the necessary information for each level.

First level – collective-collegial, includes:

Teaching staff (primary school teachers; primary teachers; home-school teachers; additional education teacher; teacher-organizer of extracurricular and extracurricular work with children; educators);

Personnel of the school student support service (teacher-psychologist; social pedagogue; teacher-defectologist; teacher-speech therapist; medical workers);

Educational and support staff (junior educators; document specialist; secretary of the educational department; librarian; electronic computer laboratory assistant);

Service personnel (supply manager; driver; housekeeper; storekeeper; cooks; office cleaners; janitor; complex building maintenance worker; kitchen workers).

Teaching staff can:

Use the didactic and methodological base in your subject and related disciplines; see the effectiveness of your work; thanks to the electronic library, compensate for the lack of literature and visual aids;

Prepare better for parent-teacher meetings and class hours, taking advantage of the learning outcomes of the class and each student individually;

Create an individual portfolio that reflects not only personal achievements, but also collects material reflecting the dynamics of the student’s development; helping to navigate the information space;

Reflect the extracurricular activities of students and their achievements;

Maintain electronic journals and student diaries;

Maintain a school website and an electronic school newspaper.

Use forms of training that require individual and group work with media: CDs, videos, etc. on a specific topic of the curriculum; work with students within projects to create video materials and distance learning;

Manage the process of acquiring new knowledge and ways of acting through a system of differentiated tasks.

Student services staff can provide information about student progress; supplement or update information about students and their parents (with the personal written consent of the parents (legal representatives) of each student). Provide recommendations to parents to correct any problem in the child

Educational and support staff can create a database of staff and students, maintain electronic records of departing and arriving students, and complete full data entry for each accepted student (year of birth, address, passport details, etc.) with the personal written consent of parents ( legal representatives) of each student. Collect internal information and, if necessary, transfer it to external organizations.

Service personnel can obtain the information necessary to perform their job duties. This could be personal information, information about ongoing events at school. Information received from external sources.

Second level – administrative and managerial, includes:

School administrative staff (director; deputy director for educational work; deputy directors for educational work).

Administrative staff may

Automate the system of all types of reporting, conduct constant monitoring of students’ progress and learning, monitor the educational process;

Provide logistical and regulatory aspects of information support;

Create conditions for increasing the ICT competence of participants in the educational process;

Monitor the work of the Information Center.

Third level – co-managerial, includes

School students (pupils);

Parents of school students;

External organizations (Magnitsky urban settlement; Kusinsky district; Chelyabinsk region)

School students can

Use the electronic library, the Internet;

Receive a personal card with your achievements at the end of the year;

Find out about events that will be held;

Listen to and view phono, magnetic and video recordings, visit virtual museums, exhibitions, galleries, using them to select information for writing reports, essays, reviews, to prepare for lessons, debates, seminars, etc.;

Select various types of information for educational and extracurricular activities: for school-wide events, school radio, video club, illustrating speeches, reports, creating Web sites, etc.;

Gain maximum independence in choosing means and techniques for organizing cognitive activity;

Acquire skills in working with computer catalogues, databases and other software, card indexes, bibliographic, reference and encyclopedic publications; creation and support of school Web sites; gain experience working with new technologies.

Parents of school students can receive complete and reliable information about the child’s progress, the achievements of the class, the school, ongoing events, additional educational services, and the performance of each teacher.

When working with external organizations, the Information Center also ensures the collection, processing, transmission and storage of information.

Main goals informatization of educational institution management:

Advanced training and retraining of teaching and management staff of the school;

Introduction into the work of the school administration of software products that provide automation of workplaces, the formation of electronic databases, electronic document management, etc.;

Equipping “subject” (multimedia) classes (one for each educational level) with modern computer equipment;

Allocation of “free access” workstations in the computer classroom for teachers and students to work with software products, Internet resources, electronic educational materials, electronic means of information technology support and development of the educational process;

Organization of distance learning for schoolchildren (for disabled children studying at home).

One of the main tasks of informatization is logistics. To ensure the material and technical base of this informatization model, it is necessary:

Powerful computers with good software;

An automated workstation equipped with a scanner, printer, video camera, and projector for working with databases;

Connecting all computers into a single local network, but with limited access rights to databases;

Various consumables and stationery.

Expected Result:

Development of a unified educational concept for the introduction and use of information technologies in an educational institution;

To form an information culture among the teaching and student staff;

Creation of a unified data bank on the state and results of management and education processes, a technology for supporting decision-making in the process of implementing school management has been developed;

To create a school information space with a unified information flow management system, providing a hierarchy of access for each participant in the educational space to a single data bank;

Create the necessary conditions for processing incoming information, tracking it and predictive analysis using computer technology;

Ensure the school’s entry into the Russian and international educational information space (with the creation and support of a Website on the Internet and the inclusion of the school in all-Russian educational projects);

Develop a network of automated document flow and office work;

Create an algorithm for managing the quality of education based on NIT;

Create a system of information and communication support for the social life of the school.

Conclusion.

The effectiveness of the management model depends, first of all, on the effectiveness of the system for collecting, processing and analyzing information to select optimal management decisions.

Informatization of the management of the educational process will make it possible to distribute information flows of direct and feedback from the point of view of necessity, but sufficiency, and therefore, optimize the management activities of the institution.

School teaching staff

School administrative staff

School students

Information Center

School student escort service

School staff

School support staff

Parents of school students

External organizations

Project No. 2. Construction “tree of goals” for a certain age group of students.

Construction of a Tree of Goals for a graduate (high school) GBOU SCHOOL 887

1.The age of the group of students is 14-15 years old

2. The basis for goal setting is the implementation of the requirements of federal standards in the field of education

3. General goal – Formation of value orientations of the student’s personality

4.Goals of the 2nd level:

Formation of respect for national values;

Mastery of educational skills (self-development, self-improvement, personal, cognitive, regulatory, communicative, informational).

5.Level 3 goals:

Participation in project activities;

Participation in competitions, olympiads;

Mastering the content of music education.

6. System of measures to achieve level 3 - implementation of the Educational Program of GBOU School 887

7. Proposed measures of the degree of achievement of goals:

Final certification of students;

Effectiveness of participation in competitions, olympiads, festivals;

Monitoring data for participation in project activities;

Percentage of applicants to secondary specialized musical educational institutions;

Project No. 3. Planning the educational activities of an educational organization.

Long-term plan for educational work of an educational institution

In the modern economic conditions of the development of education in the Moscow region, the program of educational work with students is a program for the formation of the personality of a graduate who goes through the path of self-knowledge, self-determination and self-realization.

System of educational work – This is a comprehensive system for organizing various types of pedagogical activities in the educational process, aimed at acquiring experiences and methods of civic behavior by students and teachers in the course of personality-oriented interaction.

General educational problem - antisocial behavior of adolescents, blurred moral guidelines, their legal illiteracy, lack of citizenship, low level of social intelligence, professional self-awareness, and communication skills.

Strategic educational task – formation of personal and professional competencies of a competitive graduate focused on a healthy lifestyle, self-development and professional self-realization.

Educational work concept is to create conditions in an educational institution for the full development of a teenager’s personality, his social intelligence, cognitive sphere, communication skills that contribute to professional self-determination and adaptation to the labor market.

The education system contains target, content, activity and analytical-resultative components, covering a number ofmain directions of educational work:

1. Educational and cognitive activity.

2. Scientific and methodological activities.

3. Social-psychological-pedagogical.

4. Social and patriotic activities.

5. Physical education and health activities.

6. Moral and legal activities.

7. Moral and aesthetic activity.

8. Labor activity.

9. Interaction with the family, work with parents.

The work of the teaching staff in this direction involves the creation of a unified information space, the further development of student self-government, active interaction with all subjects of prevention, and the involvement of social partners in the problem of education.

The organization of educational work is presented in Figure 1.

To achieve the set goals, it is necessary to solve the followingeducational tasks:

1. Creating conditions for motivating teenagers to cognitive activity, obtaining an education and a profession.

2. Expansion of scientific and methodological support for educational work, development of a model of the graduate’s personality.

3. Creating conditions for creative and professional self-realization of the personality of adolescents.

4. Improving the work of student self-government, promoting the manifestation of social courage, activity and independence of adolescents.

5. Strengthening the role of the family in raising children, involving parents in organizing the educational process.

6. Creating conditions for preserving and strengthening the health of students.

7. Formation of legal consciousness of adolescents, moral and legal culture.

8. Increasing the effectiveness of work to educate citizenship and patriotism, spiritual and moral ideals.

9. Timely informing teenagers on all social issues.

10. Improving work with difficult teenagers, organizing productive psychological and pedagogical support.

11. Further development of the program of social support for students.

12. Development and implementation of preventive programs and social projects.

13. Organization of active interaction with all subjects of prevention of antisocial behavior of adolescents.

14. Involving social partners in solving educational problems of social adaptation of adolescents.

The meaning of pedagogical activity in this direction is to organize a joint search for the social goals of the educational process in an educational institution, which is based on the values ​​of civil society and the specifics of modern professional education. To this end, it is necessary to organize the educational space of the institution adequately with meaningful values, to master various technologies of educational work that will contribute to the formation in adolescents of the ability to analyze social reality, make informed choices, bear responsibility for their own decisions, and socially adapt to modern life.

The development strategy of educational work determinesgraduate personality model, possessing a set of vital and professional qualities - competencies. The problem of selecting key competencies is one of the most important for modernizing the content of vocational education.

World educational practice indicatesset of key competencies:

competencies in the field of cognitive activity , based on the assimilation of methods of independent acquisition of knowledge from various sources of information, including outside the educational institution;

competencies in the field of social activities (performing the roles of a citizen, member of a social group, team);

competencies in the field of work (skills in organizing educational work, ethics of labor relationships in a team, analysis of the situation on the labor market, the ability to bear responsibility, evaluate and improve one’s professional capabilities, self-organization skills);

competencies in the field of household activities (aspects of family life, strengthening one’s own health);

competences in the field of cultural activities (a set of ways and methods of using free time that culturally and spiritually enrich the individual).

The personality model of a graduate of an educational institution, reorganized from the State Budgetary Educational Institution of Scientific and Professional Education Professional Lyceum No. 100 of the Moscow Region into the State Budgetary Educational Institution of Secondary Professional Education "Agro-Industrial College" of the Moscow Region, includes 5 main competencies:

1. Professional competencies – the ability to effectively use modern technologies in their professional activities.

2. Competence of informed choice – willingness to make informed and responsible choices, identify a problem based on an analysis of the situation and make decisions.

3. Communicative competence – ability to work in a team, influence joint decision-making based on tolerance.

4. Social competence – social adaptation, readiness for self-education, self-development and self-realization.

5. Information competence – ability to select relevant information based on critical analysis.

The personality model of a graduate of an educational institution during the period of reorganization is presented in Figure 2.

Rice. 2. Graduate personality model

Educational activities development program

p/p

Deadlines

Responsible

1

Educational and cognitive activity

Development of the cognitive sphere, motivation for educational work through training sessions, industrial training.

During the school year

Teaching staff

Organizing leisure time through clubs in educational institutions and at places of residence.

Systematically

Cl. leaders, circle leaders

Conducting themed classes.

2 times

per month annually

Cl. managers

Cl. managers

Organization of subject weeks and olympiads.

1 time per year

Subject teachers

Preparation and holding of professional skills competitions.

1 time per year

Senior foreman, foreman

Organization of productive work of the library (literature exhibitions; quizzes; scholarly competitions; library hour; work with the fund)

During the school year

Head of the library

Conducting educational, ethical and legal conversations.

2 times

per month annually

Deputy Director for Water Resources Management, Cl. managers, employees of ODN, KDNiZP

Mutual attendance at open events.

During the school year

Deputy Director of HR

1.10

Introduction of an optional course “How to become successful”.

Once a month since 2015

Hand. volunteer organization "Young Guard"

1.11

Organization of systematic lectures on promoting a healthy lifestyle.

Once a month annually

Deputy Director for Water Resources Management, Cl. managers, representatives of the Federal Drug Control Service, the Central District Hospital, the Life Center, the Ariadne Center

1.12

Conducting a round table on global issues of our time

1 time per year

1.13

Creation of a unified information space (information through the media, the newspaper of the educational institution “Professional”, radio broadcasts, the youth leaflet “Information Bulletin”, Memos for students and parents, stands on educational work, information lines).

Systematically

2

Scientific and methodological activities

Creation of a data bank of methodological support and regulatory framework for educational work.

September–December

2017

Deputy director of water management.

Systematization of collections of scenarios for extracurricular activities

October

2017

Methodist.

Finalization of the Regulations on the activities of the Prevention Council, Student Government Council, and Dormitory Council.

September 2017

Deputy director of water management, methodologist.

2.4.

Finalization of the Regulations on the scholarship fund.

September 2017

Deputy Director for Water Resources Management, Deputy. director of management

2.5.

Development of a procedure for implementing the long-term preventive program “My Choice”.

January

2017

Deputy Director of Educational Management, Social Pedagogue, Educational Psychologist, Economist.

Development of a long-term preventive program for patriotic education of youth “Serving the Fatherland.”

September 2017

The teacher is the organizer of life safety.

Development of a long-term preventive program for spiritual and moral education.

October 2017

Deputy Director of Educational Resource Management, social teacher, educational psychologist, methodologist.

Development of a social project for the social adaptation of orphans.

July 2017

Deputy Director of Educational Resource Management, Social Pedagogue, Educational Psychologist.

Development of a social project to develop a positive attitude towards a healthy lifestyle.

October

2015

Deputy director for water management, head. physical education, teacher - organizer of life safety.

2.10

Development of a social project for the legal education of adolescents.

June 2017

Deputy director of water management, social teacher, methodologist.

3

Social-psychological-pedagogical activities

Organization of productive psychological and pedagogical support for students (diagnosis, questioning, testing, training, individual correctional work, drawing up psychological and pedagogical characteristics and recommendations).

Systematically

Deputy Director of Educational Resource Management, Educational Psychologist, Foster Caregivers, Cl. leaders.

Introduction and improvement of the social support program for students who find themselves in difficult life situations (protection of personal and property rights, legal discussions, training seminars, round tables).

2013 –

2017

Deputy Director of Educational Resource Management, Social Pedagogue, Foster Caregivers, Cl. leaders.

Interaction with subjects of prevention - KDNiZP, ODN, department of guardianship and trusteeship (joint work with children at risk, orphans).

2013 –

2017

Deputy Director of Educational Resource Management, Social Pedagogue, Educational Psychologist, Foster Caregivers, Cl. managers, production foremen.

Development of post-boarding care for orphans and children left without parental care.

2013 –

2017

Deputy director of water management, social teacher.

Employment and recreational recreation during the summer for orphans and children without parental care.

July-August 2013 –

2017

Deputy director of water management, social teacher.

Drawing up social cards and social passports of study groups.

September

2013 –

2017

Cl. leaders.

Organizing extracurricular activities and involving difficult teenagers in them.

During the school year

Deputy director for water management, teacher-organizer.

Conducting political hours in study groups.

1 time per month

2014 -2017

Cl. managers

Organizing a meeting of graduating groups with employers.

April May

2013-2017

Administration.

4

Social and patriotic activities

Organization of the work of the Prevention Council, Student Government Council, 7

September-June

2013 –

2017

Administration, 7

Organization and holding of Open Days.

April

2013 –

2017

Administration.

Participation in regional vacancy fairs, educational places, labor fairs.

According to the fair schedule

2016 –

2017

Administration.

Expansion of the exhibition at the Corner of Military Glory.

May 2014-2017

History teacher.

Creation of an exposition of the historical and local history museum “Istoki”, certification of the museum.

2015 –

2017

Deputy Director for Water Resources Management, Head. reading room.

Organization of productive museum work (training of guides, participation in the regional museum competition, holding lectures, excursions, discussions, round tables at the museum).

2015 –

2017

Head reading room.

Conducting Memory Lessons dedicated to the events of the Second World War.

May

2013 –

2017

Class teachers.

Participation in rallies and youth patriotic action “Candle of Memory” dedicated to Victory Day.

May

2013 –

2017

Deputy director of water management.

Holding the military-patriotic holiday “Serving the Fatherland.”

February

2013 –

2017

Hand. physical education,

4.10

Conducting competitions in military applied sports.

1 time per year

Teacher-organizer of life safety.

4.11

Participation in the regional event “Conscript Day”, military field training.

1 time per year

Teacher-organizer of life safety.

4.12

Participation in events dedicated to the holidays “National Unity Day”, “Russia Day”, “Constitution Day”, “Student’s Day”, “Defender of the Fatherland Day”.

In accordance with the calendar of memorable dates.

4.13

Involving students in the volunteer social movement “Young Guard” of the United Russia party.

2013 –

2017

Deputy Director of Educational Management, teacher-organizer.

5

Physical education and health activities

Conducting United Health Days

September 2013 -

2017

Hand. physical education.

Participation in the regional Spartakiad in 10 sports.

2013 –

2017

Hand. physical education.

Carrying out sports competitions, cross-country athletics, cross-country skiing.

According to the plan of sports competitions 2013 –

2017

Hand. physical education, physical education teachers.

Conducting Olympic and Paralympic lessons.

1 time per year

2013-2017

Teachers

physical culture.

Organization of productive implementation of Prevention Days (speeches by the propaganda team, demonstration of videos, educational conversations).

October, January, April

2013-2017

Deputy Director of Water Resources Management, ODN inspector, representatives of the Federal Drug Control Service.

Participation in the All-Russian Campaign “Health is your wealth”.

3 times a year

2013-2017

Deputy director for water management, head. physical education.

Introduction of the preventive program “Your Health” through the subject of life safety and classroom hours.

Since 2014

Teacher-organizer of life safety, class. leaders.

Organization of preventive examination by specialists of the Central District Hospital.

1 time per year

2013-2017

Nurse.

Organization of full hot meals.

3-4 times a day, constantly.

Head dining room

Poster competition “We choose life.”

1 time per year

2013-2017

Deputy director of water management.

5.10

Participation in the regional preventive lecture

1 time per year

2013-2017

Deputy director of water management.

5.11

Interaction with the medical and educational Center “Life” and the medical and rehabilitation Center “Ariadna”.

2 times per year

2013-2017

Deputy director of water management.

6

Moral and legal activities

Activities to identify difficult teenagers, diagnostics of the emotional-volitional sphere.

September October

2013-2017

Deputy Director of Educational Resource Management, educational psychologist.

Organization of systematic individual work with difficult teenagers (preventive conversations with the administration, interaction with the family, conversations at the study group level, work with the inspector of the educational institution, calling the Prevention Council, diagnosing a teacher-psychologist, etc.)

Systematically throughout the year

2013-2017

Administration, educational psychologist, class teachers, children's education inspector, social teacher.

Lectures, quizzes on road safety.

4 times a year

2013-2017

Deputy Director of Safety, Traffic Inspector.

Legal conversations with teenagers, conversations on crime prevention, compliance with uniform requirements for students.

1 time per month

2013-2017

Cl. managers, deputy director of water management.

Conducting a round table “Teenagers and the Law”

1 time per year

2013-2017

Deputy Director of Water Resources Management, Inspector of ODN.

Carrying out raids together with the ODN inspector into places of mass recreation for young people.

2 times per year

2013-2017

Deputy Director for Water Resources Management, Deputy. Security Director, ODN inspector.

Conducting thematic classes on issues of tolerance, interaction, and communication skills.

1 time per month

2013-2017

Cl. leaders.

Organization of productive informing of teenagers about the activities of the helpline.

Constantly.

Deputy director of water management.

7

Moral and aesthetic activity

Organization of a series of ethical conversations “Politeness opens all doors”, “Talk about truth and lies”, “What does it mean to be an adult?”, “The main values ​​of life”, “We are all different”, etc.

1 time per month

2013-2017

Cl. managers,

foster carers, social teacher, educational psychologist.

Conducting a series of classes as part of the “Your Choice” preventive program about the value of life and the ability to make the right choice.

1 time per month

2013-2017

Cl. leaders.

Organization of excursions to monuments of Christian culture.

1 time every 3 months

2013-2017

Social teacher.

Conducting competitions of posters, drawings, wall newspapers for memorable dates and holidays.

During a year

2013-2017

Deputy Director of Educational Management, teacher-organizer.

Conducting a photo competition on moral and aesthetic topics: “All the delights of the weather”, “Architecture of the Moscow region”, “My friends”, Portrait of a veteran”, “Man of Labor”, etc.

1 time per year

2013-2017

Deputy Director of Educational Management, teacher-organizer.

Conducting creative work competitions (compositions, essays, abstracts, reports, presentations, etc.)

1 time per year

2013-2017

Deputy Director of Educational Management, teacher-organizer.

Organization of recitation competitions “Autumn Chime”, vocal song “Melody of Spring”.

1 time per year

2013-2017

Deputy Director of Educational Management, teacher-organizer.

Organizing a round table for graduates “Thank you, teachers”

1 time per year

2014-2017

Deputy Director of Educational Management, teacher-organizer.

Organization of communication hours at the “World of Our Hobbies” library.

1 time per month

2013-2017

Sound library.

7.10

Organizing a lecture on World AIDS Day.

1 time per year

2014-2017

Deputy directors for water management, specialists from the central district hospital.

7.11

Organization and holding of extracurricular events dedicated to Teacher's Day, Student's Day, Mother's Day, as well as "Initiation as a student", "Autumn Ball", "New Year's Performance", "Miss Charm", "Tatiana's Day", "Valentine's Day".

According to the schedule of extracurricular activities

2013-2017

Deputy Director of Educational Management, teacher-organizer.

7.12

Participation in regional competitions “Student Spring”, “Light Your Star”, “Young Talents of Muscovy”.

According to the schedule of regional events

2013-2017

Deputy director of water management, teacher-organizer

8

Labor activity

Organization of systematic and productive work on the territory of the educational farm.

Spring, autumn

2013-2017

Organization and conduct of the regional environmental campaign “Student Forest”.

Spring, autumn

2013-2017

Deputy director of water management, senior foreman, life safety organizer.

Organization of labor clean-up days for cleaning the territory, offices, laboratories, clean-up days at the memorial.

During a year

2013-2017

Deputy director for management and control, senior foreman.

Organization of labor landings “Let’s do it together.”

2 times per year

2013-2017

Deputy director of water management, life safety organizer.

Organization and conduct of the “Mercy” Action.

During a year

2013-2017

Teacher-organizer, class. managers

Conducting comprehensive pedagogical training “Quality of knowledge”

1 time per year

2013-2017

Deputy Director for Management and Development.

Organization of assistance to the library in the repair of books and textbooks.

1 time per year

2013-2017

Sound library.

9

Interaction with family, work with parents

Organization and holding of parent meetings of an educational institution.

September, January

2013-2017

Deputy Director for Water Resources Management, Cl. leaders.

Organizing and conducting parent meetings in study groups.

Once every six months

2013-2017

Cl. leaders.

Work with parents on professional guidance of applicants.

During a year

2013-2017

Conducting parent's days.

2 times a month 2013-2017

Administration, Cl. managers, production foremen.

Carrying out diagnostics of students' characteristics, drawing up recommendations and Memos for parents.

First half of the year

2013-2017

Educational psychologist. Deputy director of water management.

Organization of work with parents of underachieving students and violators of uniform requirements for students.

During a year

2013-2017

Administration.

9.10

Organization of productive work on interaction with families at risk.

During a year

2013-2017

Deputy director of water management, social teacher.

Project No. 4. Modeling the structure of the school self-government system of an educational organization and describing its main components.In a separate file

Project No. 5. Designing the annual schedule and topics for school-wide parent meetings.

Topics of class and school-wide parent meetings

for the 2016-2017 academic year

date

№ p/p

Agenda

Responsible

SCHOOL-WIDE PARENT MEETINGS

During a year

1 – 4 grades

Prevention of DDTT and compliance with traffic rules. Information about DDTT for the summer period. Personal safety rules for children of primary school age.

Responsible person.

Parental education

Organization of hot meals for students in grades 1-4.

Responsible person.

Parental education

Features of physiological and psychological development of junior schoolchildren

Responsible person.

5 – 8 grades

Responsible person.

Parental education

Proper nutrition is the basis and guarantee of a healthy body.

Organization of hot meals for students in grades 5-8.

Responsible person.

Parental education

Interaction between family and school on the prevention of crime and neglect

Responsible person.

9 – 11 grades

State (final) certification of graduates of grades 9 and 11. Familiarization of the parent community with regulatory documents.

Responsible person.

Prevention of DDTT and compliance with traffic rules. Information about DDTT for the summer period. Rules for the personal safety of children.

Responsible person.

Parental education

Family Lessons on Spirituality and Morality

Responsible person.

CLASS PARENT MEETINGS

I quarter

1 class: “Meeting the parents of first-graders”

Class teachers

2nd grade: “Physical development of a junior schoolchild at school and at home”

Class teachers

3rd grade: "Punishment and reward in the family"

Class teachers

4th grade: “Physiological maturation and its influence on the formation of cognitive and personal qualities of a child”

Class teachers

5th grade: “Difficulties in a child’s adaptation to learning in 5th grade”

Class teachers

6th grade: “Physical development of a schoolchild and ways to improve it”

Class teachers

7th grade: “Sex differences and puberty. Problems and solutions"

Class teachers

8th grade: “The role of the family in the development of moral qualities of a teenager”

Class teachers

9th grade: “Family help in the correct professional guidance of the child”

Class teachers

Grade 10: “Features of organizing the educational work of a student in the 10th grade and the role of parents in this process”

Class teachers

Grade 11: “Features of physical education in 11th grade”

Class teachers

II quarter

1 class: “TV in the life of a family and a first-grader”

Class teachers

2nd grade: “Aggressive children. Causes and consequences of childhood aggression"

Class teachers

3rd grade: “Imagination and its role in a child’s life”

Class teachers

4th grade: “Speech skills and their importance in the further education of schoolchildren”

Class teachers

5th grade: "The role of communication in the life of a schoolchild"

Class teachers

6th grade: “The effectiveness of a school lesson. What does it depend on?

Class teachers

7th grade: “The role of the family in the development of student performance”

Class teachers

8th grade: “The role of the family in the development of abilities”

Class teachers

9th grade: “Analysis of students’ academic work. On the organization and conduct of state certification of graduates"

Class teachers

Grade 10: "Student's daily routine"

Class teachers

Grade 11: “Study performance for the 1st half of the year”

Class teachers

III quarter

1st – 4th grades: “Organization of recreation, health improvement and employment of students in the summer”

Class teachers

5-6 grades: "Bad habits and their prevention."

Class teachers

7-8 grades: "Teenage Depression"

Class teachers

10th grade: "Self-esteem in adolescents."

Class teachers

Grades 9 and 11:"Choice Time"

Class teachers

IV quarter

1 class: "Emotions positive and negative"

Class teachers

2-3 grades: “Results of the past academic year.”

Class teachers

4th grade: “Results of four years of study.”

Class teachers

5-8,10 grades: “Results of the past academic year”

Class teachers

9th grade: “Results of the past academic year. Analysis of preparation for exams"

Class teachers

Grade 11: “Results of the past academic year. Preparation for exams."

Class teachers

MEETING FUTURE PARENTS FIRST GRADES

September

Organizational meeting for parents of future first-graders.

Responsible person.

February

Responsible person.

Parental education

A family is on the threshold of school life. Parents' influence on their child's positive motivation and success in school.

Responsible person.

Features of the content of primary general education. CMDs to be used next year. Presentation by 1st grade teachers

Responsible person.

Documentation requirements for admission to 1st grade.

Responsible person.

May

Parental education

Prevention of difficult school adaptation. A child among his peers (psychological and pedagogical aspects)

Responsible person.

Prevention of child injuries, rules of safe behavior at school.

Responsible person.

Meet the teacher.

Responsible person.

The project initiation stage can be implemented in different configurations of procedures and documents. But regardless of the scale and focus of the project task, when preparing the charter, responsible managers should initially determine the goals of the project. The tree of goals for a project task serves as a visual form of structuring the customer’s intentions and as a tool for developing an idea into a management object. To correctly create such a hierarchy, you need a certain understanding and skill. This is what we will do in this article.

Problems and goals as engines of development

The task of constructing a tree of goals in practical implementation is one of the most difficult in management. The tree of goals is an act of creativity, which can only be approached systematically and with a great desire to overcome all the accompanying difficulties, including those of a psychological nature. We will consider this topic from two sides: from the position of common sense and from the point of view of high theory. Let's start with everyday perception.

Imagine any unique problem that you need to solve in the shortest possible time. For example, improving living conditions. Let's consider this example as a prototype of the project. If you take a sheet of paper and write in the column headings: “dream”, “goal”, “task” and “problem”, then an associative series will definitely line up and certain images will arise. Try to do this for real.

If you did this, then we are already halfway to the project goal tree. I'll tell you a secret. This is exactly how, in my experience, any business development projects are born. First, the initiator has an image of a dream in his head, then it is concretized into goals and objectives, problems “slip” into his consciousness, which can become intrusive or be cast aside as doubts. If you put associative images on paper, you will get the diagram that is presented below.

Universal Controls Model

Using our example and reflecting on the associations, one can detect obvious trends in conceptual dynamics. From a dream to a problem, the positive, being lost, moves from a “rainbow” to a black and white picture. The problem is as concrete as possible, it is “here and now,” tasks and goals gradually lose their concreteness, moving into the future, while the dream is distant and vague. Thus, three differently directed vectors are observed.

1. The fading of negativity and the growth of positivity.
2. Increased specificity.
3. Moving into the future.

How does this relate to projects and the goal tree? In my opinion, the connection is significant. But, proceeding in order, let us first give definitions to the concepts under consideration. I understand a dream as a metaphorical forerunner of the prototypes of vision and mission in business. I cannot give a decent definition of mission, but I perceive it well through the metaphor of dreams. A goal is what a business (project) is started for, a certain object of intention that a person or company seeks to achieve. The metaphor for a goal is a shooting target, and the official definition of the concept in project management is given below.

Determining the purpose of the project, program. Source: NTK

By task, I propose to understand a management tool that corresponds to compliance with five parameters (quantitatively formalized result, deadline, director, responsible resource, documented form). The essence of this concept is revealed in an article on the topic. A problem is an uncertainty or contradiction that arises in management; its elimination is impossible within the framework of the current management concept.

Correlation of problems and goals in the construction of hierarchies

Paradoxically, the conceptual dynamics presented above are universal both for ordinary consciousness and in the case of large business. The reason is that decision makers are people, and nothing human is alien to them. Understanding the tree of project goals, I cannot help but touch upon the issue of business problems, because the problem and the goal in social life, as in business, are closely related. In this regard, the works of I.V. deserve attention. Bestuzhev-Lada and his colleagues.

The scientific works of this author are devoted to social modeling and forecasting. However, it is quite simple to draw parallels between social problems, goals and the same objects in the business environment. By the way, I consider problems, goals, and objectives as means of managing a business in general and projects in particular. Let's return to social forecasting. U I.V. Bestuzhev-Lada has a very interesting model called a problem-target diamond, its diagram is given below.

The definition of the problem given at the end of the previous section primarily relates to the formation of strategic goals. We are talking about a certain root business problem that requires a literally change in management concept or strategic transformation to resolve the contradiction. Therefore, the strategic goal is always associated with a key problem, and it is further decomposed down into sub-goals, which are followed by the decomposed problems. However, in the theory of management decisions it is believed that at lower management levels there are no longer problems, but only tasks. We can partially agree with this.

At the same time, small problems give rise to large ones, which means that the key problem can also be decomposed, or, as I.V. Bestuzhev-Lada, disaggregated. A very valuable remark is that the line of contact between goals and problems is at the grassroots level - where specificity is maximum. According to the scientist, the construction of a tree of goals comes from the top, and the maturation of the root problem begins with a broad base of small difficulties. My position is that a split always occurs at the highest levels of decision-making, which then gradually goes down, becoming more and more obvious in lower-level problems.

But in general, the idea of ​​a problem-target diamond is constructive and undoubtedly deserves development. It is so good that I wanted to support the scientist’s plan, because indeed, problems, tasks and goals are categories of the same managerial nature, means of management, as has already been noted. These objects belong to different planar slices, all three of which can be represented in the form of a scan and as a three-dimensional trihedral pyramid with a “cloud” mission at the top.

Planar development of trees of goals, tasks and problems

Pyramid of tasks, goals and problems

Pyramid of project goals and objectives

Let us summarize some of the previous sections. The universal context of any management is reliance on three types of means: goals, objectives and problems. All of them are built into tree-type architectures (having descending branches, like trees). The lower (branched) levels of the trees of goals, tasks and problems gravitate towards each other. Three flat pyramids of the named trees are always present in management, having a single foundation, they are parallel.

However, only the goal tree can be most fully built, because this is the simplest procedure of the three. Genuine tasks are most easily formulated at the top level of the corresponding tree, but it is most difficult to find responsible resources (performers) for them. The root problem at the top level of the problem tree is extremely difficult to discern because it is hidden behind many facts and events that are just symptoms.

And only when the tree of goals can be expanded to a level, and the lower goal achieves an unambiguous result, resources appear for it, and among them are responsible resources (personnel), the lower-level problems begin to naturally “fall off.” The intention gains strength, events begin to line up in a logical sequence, and the “puzzles” of higher-level tasks begin to form a harmonious picture of results leading to the goal.

Therefore, in the project management paradigm, the combined pyramid of goals and objectives looks like a triangle, the upper part of which is crowned by the mission and strategic goals of the project, and the lower part is determined by the tasks and stages of the project based on the work. You just need to remember that tasks, goals and problems are static categories. They already exist here and now (problems) and are built in the future as certain event-resulting points, adequate in understanding: achieved or not achieved (tasks and goals). At the same time, stages and works are dynamic, procedural categories, they are valuable in their internal content, have a beginning and an end, management and implementation mechanisms (IDF0 methodology).

Pyramid model of project goals and objectives

The hierarchical model of the organization and the project model are identical in nature. A company's activities begin with a vision and mission, regardless of formalization. The company's strategic goals are structured and, at a lower level, represent a list of strategic initiatives and activities, some of which are development projects. The upper part of the project model is related to the company's strategy; its blocks are the project mission and the tree of project implementation goals. The tree of goals is built from the top from the strategic goals of the project to goals of such a level of development at which the project team and its members can take responsibility for the results. Based on the presented logic, it is already possible to detail the method of forming a tree and describe the rules that must be observed.

Project goal tree methodology

Often the concept of a goal tree is replaced by the image of a pyramid of goals and objectives. Indeed, this can happen when the project is of a small scale. In this case, the tree of goals as such is simply absent as unnecessary; it can well be replaced by a hierarchical structure of work, because there are only one or three project goals, no more. However, if the project task is large and large-scale, then there is a direct need to develop a tree of goals. Below is an example of such a project and the hierarchy of goals developed for it. This is a project for the construction of a trade and logistics center in the city of N.

Example of a project goal tree

The goal tree method consists of dividing the strategic goal of a project into a group of lower-level goals so that the implementation of lower-level goals automatically leads to the achievement of a higher one. This method determines the conditions for sequential passage of levels in the process of breaking down goals, called decomposition by depth and breadth. For this tool, I do not recommend a tree depth of more than three levels, and a width of more than four subordinate positions. Let's consider the main stages of building a goal tree.

1. Convene a working group for the goal-setting procedure for the project.
2. Clarify the strategic goal of the company that the project follows.
3. Formulate the mission of the project in accordance with the following strategic goal of the project.
4. Set and set goals for the first level of nesting. During brainstorming and using methods of logical structuring (localization) of the research object, formulate a set of goal hypotheses. Logical structuring methods include the Ishikawa diagram, the test question method, the synectics method, etc. The goal is usually formulated in a qualitative format, starting with an infinitive verb: improve, ensure, fulfill, create, implement, etc.
5. Identify current limitations and analyze options for goal formulations.
6. Adjust the wording and composition of the goals of the first level of nesting, applying logical rules for dividing concepts. Such rules can be found in any logic textbook. These include: division of goals on a single chosen basis, pairwise incompatibility of divisible goals, exhaustion of the scope of the original concept, continuity and proportionality of division.
7. Ask the question: “Will achieving these goals really lead to the success of the project’s strategic goal?” If “No”, then repeat points 4, 5, 6 and the question in point 7. If “Yes”, then go to point 8.
8. For each goal of the first level, repeat steps 4-7.

Creating a tree of goals, as well as a tree of tasks, is a unique creative skill for which, unfortunately, theories do not work well enough and practice is required. Here, as they say, only a “cartload of mistakes” will help, which you should not be afraid to make. The theory and algorithm of such work are outlined in our article, and I can only wish you to go through this difficult experience and search for your own revelations. And there is nothing wrong with the fact that the result at first will not please you very much, because even a not entirely correct hierarchy is always better than an absent one.

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