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the organisation purposes

If mission sets the general reference points, directions funktsionirovayonija the organisations expressing sense of its existence the concrete final condition to which time during each moment aspires oryoganizatsija, is fixed in the form of its purposes.

The purposes is a concrete condition of separate characteristics orgayonizatsii which achievement is for it desirable and on which achievement its activity is directed.

The importance of the purposes for the organisation cannot be overestimated. The purposes are a starting point of planning of activity, the purposes lay in osyonove constructions of organizational relations, on the purposes bases sisteyoma motivations, are a reference point in the course of the control and an estimation
Results of work of separate workers, divisions and the organisation as a whole.

Depending on the period of time of the purpose are divided on long-term and short-term. At the heart of division of the purposes into these types the time period connected with duration of a production cycle lays. In practice usually short-term the purposes which are reached within one-two years, and long-term objectives - in three-five years are considered.

Division of the purposes into the long-term and short-term has printsipiyoalnoe significance as these purposes essentially differ on soderzhayoniju. For short-term objectives the concrete definition and detailed elaboration (who as when should vypolyonjat) are characteristic much bigger, than for dolyogosrochnyh. Sometimes, if there is a necessity, between long-term and short-term objectives are established also the intermediate purposes, koyotorye are called as intermediate term.

The great value has a direction of an establishment of the purposes.

Depending on specificity of branch, character and the contents of mission in each organisation the own purposes are established. However, as foreign practice shows, there are four spheres, in kotoyoryh the organisations establish the purposes:

1) organisation incomes;

2) work with clients;

3) requirements and well-being of employees;

4) social responsibility.

The most widespread directions on which in the business organisations the purposes are established, the following is:

1. In sphere of incomes:

- The profitableness reflected in indicators of type of size of profit, profitability, the income on the share, etc.;

- The market position described by such indicators, as a market share, a sales volume, a share of the market concerning the competitor, a share otdelyonyh products in total amount of sales, etc.;

- Productivity, specific consumption of materials, etc.;

- Financial resources: capital structure, movement of money in organiyozatsii, working capital size, etc.;

- Capacities of the organisation, quantity of units of engineering, etc.;

- Working out, production of a product and technology updating.

2. In sphere of work with clients:

- Work with the buyers, expressed in such indicators, as skoyorost servicing, number of complaints from buyers, etc.

3. In sphere of work with employees:

- Changes in the organisation and the management, reflected in the indicators establishing the tasks on terms of organizational changes, etc.;

- The human resources described by means of indicators, otrayozhajushchih quantity of admissions of work, fluctuation of the personnel, increase kvayolifikatsii workers, etc.

4.

In sphere of social responsibility:

- Rendering assistance to company: charity volume, terms proyovedenija charitable shares, etc.

In any large organisation having some various strukyoturnyh of divisions and some levels of management, develops ieyorarhija the purposes, representing decomposition is more whole more a high level in the purpose of lower level. Specificity hierarchical postroeyonija the purposes in the organisation is caused by that:

- The purposes more a high level always have wider character and have more long-term time interval of achievement;

- The purposes of lower level act some kind of means for achievement is more whole more a high level.

The hierarchy of the purposes plays very important role as she establishes "connectivity" of the organisation and supplies orientation of activity of all divisions to achievement of the purposes of top level. If the hierarchy of the purposes is constructed correctly each division, reaching the purposes, introduces the necessary investment in achievement of the purposes of the organisation as a whole.

Requests to the purposes. The purposes are necessary for successful funktsioniroyovanija and organisation survivals in long-term prospect. However, esyoli the purposes incorrectly or are badly defined, it can lead very much seryoeznym to negative consequences for the organisation.

The experience accumulated in business on an establishment of the purposes allows vydeyolit some key requests with which should satisfy correctly formulated purposes.

First, the purposes should be achievable, but not underestimated.

Secondly, the purposes should be flexible. The purposes should be established so that they kept possibility for their updating according to those changes which can occur in an environment (an exit of the new requests, new possibilities of growth, etc.).

Thirdly, the purposes should be izmerimymi. If the purposes are immeasurable, they generate different interpretations, hinder process of an estimation of results of activity and cause conflicts.

Fourthly, the purposes should be concrete. The purpose should fix accurately, that it is necessary to receive as a result of activity, in what terms it is necessary to reach it who should reach it. The more the specific goal, the is easier to produce strategy of its achievement.

Fifthly, the purposes should be joint. Compatibility predpolayogaet, that long-term objectives correspond to mission, and short-term objectives - long-term. The purposes should not contradict one another.

Sixthly, the purposes should be comprehensible to the basic subjects of influence defining activity of the organisation, and first of all for those who should reach them.

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A source: Dmitriev M. N.. Methodology and a technique of researches in economy [text]: the manual of/m. N.Dmitriev; Nizhegorod. gos. arhit. - stroyoit. Un y - N.Novgorod: NNGASU, 2014. - with.. 93 2

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