Genre: Management

Publisher:"Infra-M"

Format: PDF

Quality: OCR

Number of pages: 242

Description: During periods of recession and recovery, during periods of stable functioning, managers strive to provide their organizations with dynamic development, which involves building long-term plans, which are often called strategic.
Changes caused by Russian economic reforms, encourage managers to develop a strategy of behavior in conditions of development, which makes it relevant to develop an organization’s strategy, determine the content of the strategy and study issues related to making strategic changes. The concept of “strategic management” entered the professional circulation of domestic managers and heads of organizations only a decade ago, but during this time enough experience and knowledge has accumulated to rethink approaches to strategic management from the perspective different schools How strategic management, and analysis of various formal models.
From a theoretical perspective, of interest are issues related to the algorithm for developing an organization's strategy - the formation of a business philosophy and based on an analysis of the organization's strategic problems and its competitive position, as well as the creation of a management team at the organization level.
Applied issues of strategy development consist not only in determining the parameters that influence the choice of strategy development option and methods themselves, followed by models of strategy detailing, but also in implementing real strategic changes.
To consider the noted aspects in the preparation of the manual, the works of famous foreign scientists were used, such as I. Ansoff, K. Bowman, H. Wissema, P. Doyle, B. Karlof, J. Quinn, G. Mintzberg, A. Thompson, A. Strickland , as well as the achievements of domestic researchers in the field under consideration - O. S. Vikhansky, A. P. Gradov, V. S. Efremova, V. L. Lunev, A. I. Lyukshinov, S. A. Popova, A. I. Prigozhin, V. G. Smirnova, E. A. Utkin, V. D. Shapiro.
Offered in textbook The approach is based on the systematization of various areas in the strategic management of organizations. The textbook “Strategic Management” also contains new options for using the results of SWOT analysis, the “matrix method” of strategy development and a set of graphic models that allow you to formalize the process of developing and detailing the organization’s development strategy.
The content of the manual is aimed at developing in students knowledge of the fundamentals of strategic management of organizations and developing the ability to generalize experience related to the functioning of organizational systems.
Structurally, the manual consists of three sections and 15 chapters. After each chapter there are test questions to consolidate thematic material.
The book “Strategic Management” is completed by 6 appendices and a dictionary that includes more than 130 terms. Contents of the manual

Approaches to strategic management of organizations
Problem-oriented management of organizations
1.1. Problem situation
1.2. Simulation of a problem situation
1.3. Analysis of the problem situation
1.4. Goal setting in organizations
1.5. Strategic goal system
Schools of strategy
2.1. Review of Strategic Management Schools
2.2. Strategy as a phenomenon
2.3. Strategic management as scientific discipline
Strategic management of organizations
3.1. The relationship between operational and strategic management
3.2. Strategic planning
3.3. Strategic management
Typology of organizational strategies
4.1. Reference strategies
4.2. Strategic models
Competitive strategies of the organization
5.1. Typology of competitors
5.2. Strategic directions of competition
5.3. Characteristics of typical competitive strategies
5.4. Factors influencing the situation in the industry
Theoretical foundations for developing an organization's strategy
Approaches to developing an organization's strategy
6.1. Entrepreneurship School Approaches
6.2. General scheme strategy development
6.3. Methodological basics formation of the organization's strategy
SWOT analysis of the organization
7.1. SWOT analysis method
7.2. Prim analysis
7.3. Analysis external environment organizations
7.4. Decision matrix as a result of swot analysis
Analysis of the organization's current strategy
8.1. Principles for assessing organizational development
8.2. Problems with the current strategy
8.3. Competitiveness of prices and costs
8.4. Strength of competitive position
8.5. Strategic issues
Business philosophy of the organization
9.1. Strategic vision of the organization
9.2. Mission of the organization
9.3. Strategic goals of the organization
Formation of the organization's strategy
10.1. Parameters influencing the choice of strategy development option
10.2. Algorithms for developing strategy elements from the perspective of various schools
10.3. Dynamics of strategy development and adjustment
Strategy development methods
11.1. Strategy Development Methods Configurator
11.2. Traditional methods developing strategies
11.3. Matrix method of strategy development
Strategy Detail Models
12.1. Policies or functional strategies
12.2. Project or black box
12.3. Program as a composition model
Strategic changes in organizations
13.1 Change as a problem in organizational management
13.2. Typology of concepts of strategic change
13.3 Resistance to change in organizations
13.4. Approaches to Overcoming Resistance to Change
Team building in strategic management
14.1. Strategic Management Using Small Groups
14.2. Systemic team building
14.3. Team Leadership
14.4. Typology of personalities, leadership and team building
14.5. Team building strategy
Effectiveness of strategic changes
15.1. Organizational effectiveness concept
15.2. Organizational management efficiency
15.3. Approaches to assessing strategic change
Literature

Strategic management. Lapygin Yu.N.

M.: 2007. - 235 p.

For students, graduate students, heads of organizations and university teachers, as well as economists and accountants.

Format: pdf/zip

Size: 5.3 MB

Download: 16 .11.2017, links removed at the request of the publishing house "Eksmo" (see note)

Content
Preface 6
Section I 7
Chapter 1 7
1.1. Problem situation 7
1.2. Modeling a problem situation 8
1.3. Analysis of the problem situation 9
1.4. Goal setting in organizations 10
1.5. Strategic goal system 11
Test questions 13
Chapter 2 15
2.1. Review of strategic management schools 15
2.2. Strategy as a phenomenon 15
2.3. Strategic management as a scientific discipline 16
Test questions 20
Chapter 3 21
3.1. The relationship between operational and strategic management 21
3.2. Strategic planning 22
3.3. Strategic management 23
Test questions 25
Chapter 4 26
4.1. Reference strategies 26
4.2. Strategic models 32
Test questions 46
Chapter 5 47
5.1. Typology of competitors 47
5.2. Strategic directions of competition 49
5.3. Characteristics of typical competitive strategies 49
5.4. Factors influencing the situation in the industry 52
Test questions 57
Section II 58
Chapter 6 58
6.1. Entrepreneurship School Approaches 58
6.2. General scheme for strategy development 59
6.3. Methodological basis for the formation of an organization's strategy 62
Test questions 63
Chapter 7 64
7.1. SWOT Analysis Method 64
7.2. Prim analysis 65
7.3. Analysis of the organization's external environment 66
7.4. Decision matrix as a result of swot analysis 68
Test questions 69
Chapter 8 71
8.1. Principles for assessing the development of an organization 71
8.2. Problems of the current strategy 75
8.3. Competitiveness of prices and costs 77
8.4. Strength of competitive position 79
8.5. Strategic Issues 80
Test questions 80
Chapter 9 82
9.1. Strategic vision of the organization 82
9.2. Mission of the organization 84
9.3. Strategic goals of the organization 86
Test questions 89
Chapter 10 91
10.1. Parameters influencing the choice of strategy development option 91
10.2. Algorithms for developing strategy elements from the perspective of various schools 91
10.3. Dynamics of strategy development and adjustment 98
Test questions 98
Chapter 11 100
11.1. Configurator of strategy development methods 100
11.2. Traditional Methods of Strategy Development 100
11.3. Matrix Method of Strategy Development 101
Test questions 113
Chapter 12 114
12.1. Policies or functional strategies 114
12.2. Project, or black box 116
12.3. Program as a composition model 116
Test questions 118
Chapter 13 120
13.1 Change as a problem in organizational management 120
13.2. Typology of concepts of strategic change 122
13.3 Resistance to change in organizations 125
13.4. Approaches to Overcoming Resistance to Change 128
Test questions 130
Chapter 14 131
14.1. Strategic Management Using Small Groups 131
14.2. Systemic team building 131
14.3. Team Leadership 132
14.4. Typology of personalities, leadership and team building 133
14.5. Team Building Strategy 136
Test questions 137
Chapter 15 138
15.1. The concept of organizational effectiveness 138
15.2. Efficiency of organization management 143
15.3. Approaches to assessing strategic change 145
Test questions 148
Applications 150
Appendix 1 150
Appendix 2 151
Appendix 3 155
Appendix 4 158
Appendix 5 163
Appendix 6 165
Dictionary 166
Literature 172

Lapygin Yu.N., Lapygin D.Yu.

Reviewers:

G.V. Gutman, head Department of Management and Marketing, Vladimir Institute of Business, Doctor of Economics

A.V. Karasev, Dean of the Faculty of Economics, Moscow Institute of Public Utilities and Construction, Doctor of Economics

Gary Hamel, one of the outstanding modern theorists and practitioners of strategic management, said that the science of strategic business management as such does not exist. There are separate approaches, methods, and tools with the help of which strategic decision makers build their vision of the development prospects of organizations.

But managers of organizations at all times and everywhere in the world are united in their desire to ensure the dynamic development of their business, which involves building long-term plans, which they often call strategic.

Transition to two-level personnel training in the system higher education imposes specific requirements for the preparation of bachelors and masters. In addition, the third generation standards are based on a competency-based approach, which requires the preparation of appropriate educational literature.

The academic discipline “Strategic Management” as part of the “Management” direction is mandatory for the preparation of both bachelors and masters, which makes it necessary to systematize knowledge and experience in this discipline in relation to the sequence of presentation of the material, and at the same time to ensure the sufficiency of competencies at the level Bachelor's degree upon completion of studies at this level.

This tutorial consists of two parts. The first is devoted to the consideration of issues reflecting the content of competencies within the framework of a bachelor’s degree in the “Management” direction, and the second part contains modules for a master’s degree in the same field of study. There are nine modules in total, the material of which is related to the set of competencies required by a graduate. high school in practical activities.

The first module provides for the transfer of knowledge and experience in the field of the strategic management process with an emphasis on goal setting in this process.

The second module examines a new aspect of strategic business management, which provides a rationale for how corporate social responsibility can increase the capitalization of the business itself, and how the expectations of stakeholders can be taken into account in the process of forming an organization’s development strategy.

The third module contains a description of the basic methodology for forming an organization's development strategy based on a configurator, which includes reference strategies, the results of a SWOT analysis, as well as an analysis of the current strategy and the development of an organization's development philosophy. In addition, the module presents models for detailing strategy down to the level of functional strategies, strategic projects and programs.

The first part is concluded by the fourth module, which reflects the competencies that ensure the effective implementation of the developed strategy. Relevant changes are considered at the level of the individual, group and organization as a whole. A separate topic is devoted to team building ( small group), which is necessary not only in the process of developing a strategy, but also at the stage of making strategic changes in the organization.

The second part includes five modules reflecting the competencies that graduates of higher education in the direction of “Management” should have, focused on scientific and pedagogical activities.

The fifth module is devoted to consideration newest problems strategic management, both in terms of the main scientific schools, and in terms of competitive strategies of organizations.

The sixth module reflects methods of conducting strategic research, among which methods of organizational diagnostics and methods of searching for strategic solutions, as well as activating creative thinking, necessary at all stages of strategic management, are highlighted.

Strategy development frameworks form the basis of the seventh module, which examines general methods strategy development, as well as strategic matrix models and methods for adjusting the implemented strategy.

The eighth module includes new approaches to making strategic management decisions, and the ninth - issues of modification and development of strategy based on key competencies.

The main text is illustrated with a large number of tables and figures. After each topic there are control questions. A list of basic literature is given. The book concludes with eight appendices containing illustrations for educational material.

From systems theory it is known that diversity introduced into a system increases its potential. But at the same time, introducing diversity reduces the stability of the system and leads to deviations from the norm. When these deviations take on an ugly form, then we're talking about about pathology. Pathological changes do not occur immediately, but as a result of systemic deviations from the norm.

For example, if a manager once postponed making a management decision, another time he postponed it, and then this becomes the norm, which boils down to approximately the following: the paper must rest, or the decision must mature. But in cases where decisions must be made immediately, the noted norm continues to work: the paper must rest.

The system is undergoing pathological changes due to the inability of its elements to adequately perceive the changes taking place. Inadequacy of perception is due both to the pressure of mental models and to the physiological abilities of people.

Pathological changes begin with disruptions of interaction within the system.

Sources of deviations from the norm can be located both on the border between the external environment and the system (at the input and output), and within the system itself, as well as on the lines of communication between the elements of the system.

At the entrance to the system, pathology arises as a reaction to the influence of the external environment and the regulatory influences of the control system. At the exit from the system, pathology manifests itself in a discrepancy between the expectations of the external environment and the actual flows of waste products of the system.

An example would be salary “in envelopes”. When hiring, the employee is informed about this remuneration system, and he perceives it as a problem. The external environment in the face, for example, tax authorities, also perceives this situation as a problem.

The model of the system composition undergoes pathological changes due to the inability of its elements to adequately perceive the changes occurring in the system.

For example, in the process of privatization of state property in the 90s. last century in Russia, only part of the country's population consciously wanted to become owners, which is confirmed by sociological surveys, according to which more than 60% of the population were paternalistic, i.e. they did not want to bear responsibility not only for their property, but also for their future. As a result, those members of the socio-economic system who were able to adequately perceive the reforms taking place in society became the owners.

With regard to the connections between the elements of the system, we can say that they, as the place of origin of pathology, primarily reflect the struggle taking place within the system for various resources (time, energy, information, finances, etc.). For example, the same property relations during the period of economic reforms became the main source of the formation of deviations from the norm in the consumption of goods, when the “lads” began to wear huge gold chains around their necks and drive exclusively jeeps.

Yuri Nikolaevich Lapygin
Strategic management: textbook
Annotation
Contents of the textbook 02/20/2013">represents a short course on the discipline
"Strategic Management". The main approaches to the strategic management of organizations and the formation of strategies for their development are considered.
For students, graduate students, heads of organizations and university teachers, as well as economists and accountants.

3
Content
Preface
6
Section I
7
Chapter 1 7
1.1. Problem situation
7 1.2. Simulation of a problem situation
8 1.3. Analysis of the problem situation
9 1.4. Goal setting in organizations
10 1.5. Strategic goal system
11
Security questions
13
Chapter 2 15 2.1. Review of Strategic Management Schools
15 2.2. Strategy as a phenomenon
15 2.3. Strategic management as a scientific discipline
16
Security questions
20
Chapter 3 21 3.1. The relationship between operational and strategic management
21 3.2. Strategic planning
22 3.3. Strategic management
23
Security questions
25
Chapter 4 26 4.1. Reference strategies
26 4.2. Strategic models
32
Security questions
46
Chapter 5 47 5.1. Typology of competitors
47 5.2. Strategic directions of competition
49 5.3. Characteristics of typical competitive strategies
49 5.4. Factors influencing the situation in the industry
52
Security questions
57
Section II
58
Chapter 6 58 6.1. Entrepreneurship School Approaches
58 6.2. General strategy development framework
59 6.3. Methodological basis for the formation of an organization's strategy
62
Security questions
63
Chapter 7 64 7.1. SWOT analysis method
64 7.2. Prim analysis
65 7.3. Analysis of the organization's external environment
66 7.4. Decision matrix as a result of swot analysis
68
Security questions
69
Chapter 8 71 8.1. Principles for assessing organizational development
71 8.2. Problems with the current strategy
75

Yu. N. Lapygin. "Strategic management: textbook"
4 8.3. Competitiveness of prices and costs
77 8.4. Strength of competitive position
79 8.5. Strategic issues
80
Security questions
80
Chapter 9 82 9.1. Strategic vision of the organization
82 9.2. Mission of the organization
84 9.3. Strategic goals of the organization
86
Security questions
89
Chapter 10 91 10.1. Parameters influencing the choice of strategy development option
91 10.2. Algorithms for developing strategy elements from the perspective of various schools
91 10.3. Dynamics of strategy development and adjustment
98
Security questions
98
Chapter 11 100 11.1. Strategy Development Methods Configurator
100 11.2. Traditional Strategy Development Methods
100 11.3. Matrix method of strategy development
101
Security questions
113
Chapter 12 114 12.1. Policies or functional strategies
114 12.2. Project or black box
116 12.3. Program as a composition model
116
Security questions
118
Chapter 13 120 13.1 Change as a problem in organizational management
120 13.2. Typology of concepts of strategic change
122 13.3 Resistance to change in organizations
125 13.4. Approaches to Overcoming Resistance to Change
128
Security questions
130
Chapter 14 131 14.1. Strategic Management Using Small Groups
131 14.2. Systemic team building
131 14.3. Team Leadership
132 14.4. Typology of personalities, leadership and team building
133 14.5. Team building strategy
136
Security questions
137
Chapter 15 138 15.1. Organizational effectiveness concept
138 15.2. Organizational management efficiency
143 15.3. Approaches to assessing strategic change
145
Security questions
148
Applications
150
Appendix 1 150

Yu. N. Lapygin. "Strategic management: textbook"
5
Appendix 2 151
Appendix 3 155
Appendix 4 158
Appendix 5 163
Appendix 6 165
Dictionary
166
Literature
172

Yu. N. Lapygin. "Strategic management: textbook"
6
Yuri Nikolaevich Lapygin
Strategic management
Preface
During periods of recession and recovery, during periods of stable functioning, managers strive to ensure dynamic development for their organizations, which involves building long-term plans, which are often called strategic.
Changes caused by Russian economic reforms encourage managers to develop a strategy for behavior in conditions of development, which makes it relevant to develop an organization’s strategy, determine the content of the strategy and study issues related to making strategic changes.
The concept of “strategic management” entered the professional circulation of domestic managers and heads of organizations only a decade ago, but during this time enough experience and knowledge has accumulated to rethink approaches to strategic management from the perspective of different schools of both strategic management and analysis various formal models.
From a theoretical perspective, of interest are issues related to the algorithm for developing an organization’s strategy – the formation of a business philosophy and based on an analysis of the organization’s strategic problems and its competitive position, as well as the creation of a management team at the organization level.
Applied issues of strategy development consist not only in determining the parameters that influence the choice of strategy development option and methods themselves, followed by models of strategy detailing, but also in implementing real strategic changes.
To consider the noted aspects in the preparation of the manual, the works of famous foreign scientists were used, such as I. Ansoff, K. Bowman, H. Wissema, P. Doyle,
B. Karlof, J. Quinn, G. Mintzberg, A. Thompson, A. Strickland, as well as the achievements of domestic researchers in the field under consideration - O. S. Vikhansky, A. P. Gradov,
V. S. Efremova, V. L. Luneva, A. I. Lyukshinova, S. A. Popova, A. I. Prigozhina, V. G. Smirnova, E. A. Utkina, V. D. Shapiro.
The approach proposed in the textbook is based on the systematization of various areas in the strategic management of organizations. The manual also contains new options for using the results of SWOT analysis, the “matrix method” of strategy development and a set of graphic models that allow you to formalize the process of developing and detailing the organization’s development strategy.
The content of the manual is aimed at developing in students knowledge of the fundamentals of strategic management of organizations and developing the ability to generalize experience related to the functioning of organizational systems.
Structurally, the manual consists of three sections and 15 chapters. After each chapter, test questions are given to reinforce thematic material.
The book concludes with 6 appendices and a dictionary containing more than 130 terms.

Yu. N. Lapygin. "Strategic management: textbook"
7
Section I
Approaches to strategic
management of organizations
Chapter 1
Problem-oriented management of organizations
1.1. Problem situation
diversity brought into an organization increases its potential. At the same time, it reduces the stability of the organization and leads to deviations from the norm. When these deviations take on an ugly form, then we are talking about pathology. Pathological changes do not occur immediately, but as a result of systemic deviations from the norm.
The organization is undergoing pathological changes due to the inability of employees to adequately perceive the changes taking place in the organization. The inadequacy of perception is due to the pressure on workers from past experience and various sociocultural factors, as well as the physiological abilities of each.
In order to treat, figuratively speaking, an organization’s disease, it is necessary to find out the source of the pathology and the reasons that contribute to its persistence.
As observations of organizations show, the overwhelming number of pathological changes are located within the system itself, and not at the interface between it and the external environment. As for internal pathologies, then most of them are focused on the lines of communication between employees of the organization.
Signs of pathology at the entrance and exit from the organization are caused by a reaction to the external environment, which may be inadequate, hasty or, conversely, belated, as well as formal. Pathology manifests itself in the formal nature of changes in the organization, in hidden changes in the absence of obvious ones, in the absence of innovations that prevent the aging of the organization.
The problems of the organization are manifested in the performance of functions, in the implementation of internal organizational relationships and the functioning of the structure, in the implementation of activities,
in decision making and execution internal rules organizations.
The peculiarity of problematic changes in organizations is that the reason for their occurrence is human activity, which continuously creates problems for oneself and others, without solving which it is impossible to count on “recovery”
organizations and development.
When describing problem situations, it is necessary to identify the full amount of knowledge about the needs of the organization and possible means her satisfaction. The collection of information cannot continue indefinitely and must be subordinated to the ultimate goal - solving the problem, therefore, during the entire process of collecting information, it is advisable to adjust the understanding of the problem situation, which allows you to cut off redundant information and shorten the search.
The process of describing a problem situation is determined by the following stages:
fixation of a problem situation (insufficient and disordered information about the situation);

Yu. N. Lapygin. "Strategic management: textbook"
8
preliminary description of the problem situation (organization of available information and awareness of its insufficiency);
information search (obtaining additional information, which leads to its disorder);
full description problem situation (obtaining sufficient and ordered information about the situation).
To correctly formulate a problem, it is necessary to understand the problem situation and the ability to reproduce it.
Adaptation required general knowledge to a specific object. Regrouping and adaptation of information, as a rule, appears in the form of reformulation of the description of the problem situation due to the fact that the description turns out to be contradictory.
When reformulating, it is necessary to take into account that the description of a problem situation fixes not only the elements and structure, but also the empirical basis and target settings. It is useful to pose the question: how else can you create a description of the problem situation, by what means,
taking into account what motives and attitudes?
As a result, the description of the problem situation is supplemented by new questions that arise in the analysis of the description, or the set of questions is systematized by identifying new relationships between them. Operating with the first or second techniques,
employees of the organization can find new elements and structures of the problem situation.
1.2. Simulation of a problem situation
If we imagine a problem as a hierarchically ordered set of issues, then the core of the problem situation is contradictions, the hierarchy of which can be established and the central contradiction identified, as a rule, only at the level of the theoretical scheme of the problem.
Most important factors formulating the problem are methodological settings (distinction between old and new, problematic knowledge contained in the description of the problem situation) and value orientations, in which methodological guidelines act as principles of prohibition or norms.
The genesis of the problem is the implementation of the following procedures:
description of the problem situation (creation of an initial body of knowledge about the problem);
understanding the problem and understanding its description (establishing the meaning of the problem situation in the structure human activity);
formation of a theoretical scheme of the problem (building a system of theoretical constructs);
formulation of the problem (correlating the theoretical scheme of the problem with the structure of the problem situation). However, in practice, the formulation of some problems does not always allow us to see the cause and effect, or even the very essence of the problem. In this case, problems are understood as contradictions that require resolution; difficulties in overcoming difficulties.
According to the typology of A.I. Prigozhin, problems are divided into built-in, sociocultural and situational, and their formulations are divided into nominal, cause-and-effect and antithetical. An example of a combination of these types of problems is given in Table. 1.2.1.
Table 1.2.1
Typology of organizational problems

Yu. N. Lapygin. "Strategic management: textbook"
9
Problems built into the organization represent contradictions inherent in the organization, arising between the stability of the organization and its development, between the goals of the organization and the goals of its employees, etc. These are essential problems that can never be completely resolved.
Sociocultural problems of the organization caused by the environment in which the organization is located. These are habits, traditions, established views, experience, etc. These problems are surmountable, but the solution to some of them takes a long time (more than one generation of workers will change before the problem disappears completely).
Situational problems depend on the situation in the organization and its environment, so they are different every time.
The nominative type of formulation is reminiscent of complaints in intonation and is not very significant in its severity and relevance. IN cause-and-effect type of formulations there is a cause and effect of the problem situation. Antithesis type of formulation fixes a contradiction and is the most developed of the problem formulations, since it allows one to formulate tasks.
1.3. Analysis of the problem situation
Methods for identifying problems are varied and are selected based on the goals of problem research and the nature of information sources. The main methods for studying problems are given in table. 1.3.1 1
Structuring the problem field allows us to identify the most significant ones among the entire list of problems (nodal ones, which are the cause of other problems).
and problems that are resolved automatically when investigating other catalog problems
(resulting problems). Of particular value in structuring the problem field is the identification of the main (root, key) problem, on the solution of which other problems depend, but it itself does not depend on any of them.
1
Golubkov E. P. What decision should I make? – M.: Economics, 1990; Druzhinin V.V., Kontorov D.S. Problems of systemology. – M.: Soviet radio, 1976; Prigozhin A.I. Sociology of organizations. – M.: Iauka, 1980.

Yu. N. Lapygin. "Strategic management: textbook"
10
Table 1.3.1
Methods for identifying organizational problems
As a result, we get a graph of the organization’s problems, from which it follows what the organization should do first, second, and third. The main problem of the organization requires strategic decisions, which predetermines the formulation of appropriate goals.
1.4. Goal setting in organizations
An organization as a mixed system is a multi-purpose system. One of the possible models of system goals is given in Table. 1.4.1. The purpose of this table is to demonstrate the position according to which the content of the system’s goals changes depending on what is the object and subject of goal formation. Another task is to show what the goals are aimed at.
The contents of the table show that the organization as a system strives for passive stability and existence regardless of the external environment. The external environment represented by competitors and consumers of the organization’s product forces the organization to respond to their requests using the method of operational management. 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. Life success the client in this case is determined by the success of the organization itself.
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.
Table 1.4.1
Goal Composition Model

Yu. N. Lapygin. "Strategic management: textbook"
11
1.5. Strategic goal system
I. Ansoff, considering distinctive features strategy, gives the following definition of strategy and its guideline (vision): “The guideline is the goal that the company seeks to achieve, and strategy is the means to achieve the goal”
2
But from systems theory it is known that (we paraphrase the definition) the 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.
At the beginning of the 1980s, A.I. Prigozhin, considering the main organizational goals, proposed three types of goals not related to each other by hierarchy: goals-tasks,
goal-orientation and goal-system. Goals-tasks reflect the external purpose of the organization (the terminology of strategic management in this case is more consistent with the expression “mission to the outside”). Goal-orientations correspond to the common interests of employees and can be realized through the organization (mission inward). Goals-systems realize the structure’s need for balance, stability, integrity (more precisely, the goal of ensuring the systematicity of the organization, which is characterized by structure, a set of connections between parts of the system), etc.
It follows that the system of organizational goals is a “system configurator” - a system consisting of subsystems represented in different description languages. Let's try to imagine a model of the composition of the system of strategic management goals, which we will then transform into a model of structure. However, we will first make a few comments, guided by the provisions of system analysis.
Any activity is purposeful. As a rule, an organization has several types of activities, so there may be several goals. In addition, the difference in goals leads to different definitions the same phenomena (under definitions here
2
Ansoff I. Strategic management. – M.: Economics, 1989. – P.69.

Yu. N. Lapygin. "Strategic management: textbook"
12
refers to the language model of a system). The above indicates that the goals of the organization can lie in several intersecting planes, and the point
(or line) of intersection of the specified planes in general view will reflect the location of the overall (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 the 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 projection of the goal on the environment represents a means of achieving the goal - a system (a set of interconnected elements that is isolated from the environment and interacts with it as a whole).
Reasoning in a similar way and based on previously given definitions, it is possible to build several subsystems based on different languages descriptions characterizing the goal in question.
The system of goals shows that vision, mission, objective goal, strategy characterize the same goal, in different planes (A, B and C - graphical model in Fig. 1.5.1).
Moreover, the specified characteristics of the goal occupy the same (upper) level of the hierarchy.
Rice. 1.5.1. Graphical model of the target configurator
Thus, Fig. 1.5.1 illustrates the relationships between the main target characteristics of the organization and allows us to draw a number of conclusions.
Strategy is a system for achieving an organization's goals.
The content of the strategy is a reflection, projection of the vision and objective goal of the organization onto the organization itself and its environment.
The direction of the strategy is determined by the mission, addressed to the environment external to the organization and inside the organization: in social structure and structure,
ensuring the maintenance of the systemic properties of the organization.

Yu. N. Lapygin. "Strategic management: textbook"
13
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 (Fig. 1.5.2), from which it follows that goals may vary in time of achievement and orientation; by subjects of goal setting and direction in space;
objective, like the properties of any system, and subjective, like the image that the organization strives for. The degree to which a goal is achieved is determined by the criteria chosen for a particular decision.
Rice. 1.5.2. Distribution of factors influencing the formation of goals
Security questions
1. Where do deviations from the norm occur more: within the organization or at the exit from it?

Yu. N. Lapygin. "Strategic management: textbook"
14 2. Give examples of organizational pathology in the functions and structure of the organization.
3. What does it mean to solve a problem?
4. What does it mean to systematize the description of a problem situation?
5. What does the description of the problem situation include?
6. Name the main methods for identifying problems.
7. Give an example of built-in problems.
8. Formulate the problem in cause-and-effect form.
9. Can strategy be called a criterion for solving problems of an organization?
10. In what case does the system collapse after the crisis stage?
11. In what cases does an organization resemble a swamp?
12. What does the growth of an organization without development lead to?
13. What is meant by a system for achieving goals?
14. What is the structure of the organization's goals?
15. What is the Organizational Goals Configurator?
16. What determines the direction of the strategy?

Yu. N. Lapygin. "Strategic management: textbook"