The tree of goals on the example of a federal state government institution. Modern problems of science and education Tree of goals of the state program of the region

05.02.2021

The process of public administration begins with the development of the goal of influence, the goal of believing, which determine its initial operations, the complexity of which decreases as the goals of influence are refined. Management Goal- this is the desired, possible and necessary state of the managed system (object) of public education. The process of public administration is aimed at achieving this state. Based on this, you can form the requirements for it. The goal should be:

certain, clear, meaningful and achievable;
· scientifically substantiated and specifically express the requirements of the development of the object;
· the content of the main goal of management should be of a higher order. So, for example, the goal of managing a municipal entity should correspond to the overall goal of the development of society and the state.

The issue of goal-setting in public administration is one of the most relevant. The goals reflect the needs of the development of society as a whole, as well as a specific object of management. This is the ideal, the logically justified construction (image) that needs to be created, brought to life.

In the system of public administration, it is possible to single out specific goals and goals of a global order that should not contradict universal values (freedom, democracy, social justice, etc.). The goals of management determine the essence of a management decision: the choice of actions by which the goals should be achieved.

The goals of public administration must be recognized, attractive, popular, supported by citizens and, at the same time, realistic. In order for all goals to be supported, based on the capabilities and power of management, they must be translated into a strict and clear language of control actions. Not goals in general, but goals that are achievable at a designated time, in a precise amount and with the use of certain resources, goals that are concretized, clearly communicated to a separate team, group, person, and at the same time, coordinated with each other in such a way that one goal does not contradict the other, on the contrary, contributed to its implementation.

At present, most of the citizens of our country are not satisfied with the needs of the lower level, people want to realize themselves as much as possible. Therefore, when making management decisions, it is necessary to take this into account. The Constitution of the Republic of Belarus also aims at this, in which a person is proclaimed the highest value, and observance of his rights and interests is the duty of the state.

Goal-setting in public administration for the near future should be determined only in the context of the quality of life: strengthening the legal and social order, meeting the most important material and spiritual needs of citizens, the right of the people to a decent human existence.

The transition to genuine democracy involves, first of all, a change in the technology for determining the goals of public administration. The main principles of goal-setting in a democratic state are openness, transparency and openness.

The very essence of management requires a well-established goal-setting mechanism. The subject of the formation of the goals of public administration can be the people, the ruling elite, the head of state. In a democratic state, the subject of the formation of the goals of public administration is the people. In other words, public administration is based on a hierarchy, subordination of goals.

The entire history of mankind testifies that the formation of the goals of public administration is an extremely complex matter. This process is inexorably dominated by three negative factor: subjectivity; a large number of goals, their variability and inconsistency; uncertainty in the development and functioning of the state organism, its individual parts, which is transferred to the sphere of government and permeates it (incomplete certainty of the external environment and internal properties of the state results in incomplete certainty of the goals of public administration).

To form the structure of the goals of public administration allows the technique, which in the scientific literature is called the tree of goals, thanks to which the interconnection of many goals and sub-goals of different content (political, economic, social, spiritual, etc.) is ensured, their consistency to obtain a given result.

Goal tree forms a system, each structural element of which occupies a certain place and plays a certain role in achieving the main goal. A tree of goals is formed from general to particular. The trunk are strategic goals-tasks related to the quality of life of society, its preservation and development. Strategic goals are developed into operational ones, operational ones into tactical ones. Thus, goal-setting, goal-setting, and goal-setting of public administration take place.

Goal tree- this is an image that allows you to compare the system of goals of public administration with a tree that goes "roots" (means of communication) into the "soil" (society) that feeds it. If the nutrient medium is not able to ensure the vital activity of the tree of goals, then it dies, no matter how wonderful the proposed ideas are.

When forming the tree of goals, the subject of management must have complete information about the state of society, its problems, pain points, resources to achieve goals, etc. In addition, when structuring the system of goals, it should be borne in mind that each previous goal should determine the next one, as well as develop and supplement the main goal.

It is also important to determine the hierarchy of goals of public administration, built on the principle of priority of the needs and interests of the development of society, although the construction of an absolute hierarchy is problematic, as is the knowledge of absolute truth. These are always only subjective estimates that seem optimal in the specific conditions of the functioning of the system, which can approach the truly optimal as the life of society is studied. If priorities are set incorrectly, then this is often detected after the negative consequences that are inevitable in this case have appeared.

Sometimes it is important to determine the hierarchy of unattainable goals - this can serve as an indicator (give information) of the quality of the macro management system in the totality of relations with society as a controlled macro system, adjust the relationship between government and public institutions, citizens.

The main goals of public administration are specified in the goals-tasks for each state body. Civil servants should be able to link basic, generally significant goals and objectives with specific goals set for the organization.

In public organizations, there are three types of goals: task goals, orientation goals, and self-preservation goals.

1. Goals-tasks state organizations are set by a higher subject of management - these are actually management goals, i.e. management objectives social system content-oriented and subordinated to the achievement of its main goal. They, as a rule, are fixed in legal documents: regulations, charters, regulations, which reflect the purpose of this organizational structure, its place and role in the management system, i.e. for which it was created.

It is very important that the goals-tasks are clearly formulated, for example, social goals (support for the poor, etc.) are too general. In order for the activity of the body to be effective, more specific goals and objectives are needed for the management body and its staff, since everyone works better if he clearly understands what is expected of him. The goal determines behavior, and purposeful activity is the mechanism that ensures the work of the governing body.

When fulfilling the goal-task, various problems may arise: inadequate perception of them by the governing body; possible discrepancy between the content of the formulated tasks and the expectations of the organization's staff; the contradiction between the high pathos of tasks and the low resource level of their provision.

2. Goal-orientation reflect the common interests of the members of the staff of the public administration body and should not contradict the social goals-tasks. The ideal model is the orientation of the team, when inaction is perceived by the civil servants themselves as inconsistency with their position, and the refusal to accept a statement, for example, about the fact of abuse official position, generates a negative attitude in the team, both to the very fact of refusal, and to the fact of abuse.

Indirectly, the nature of goals-orientations can be determined by analyzing motivations. For example, if a salary increase significantly reduces staff turnover (while all other conditions remain practically unchanged), then this gives reason to assume that the goal-orientation of team members is primarily determined by the amount of remuneration. In other situations, the nature of work, the possibility of promotion, working hours and other factors may be dominant.

3. The goals of self-preservation of the organizational structure of management reflect its desire to maintain its integrity and stability, balance in interaction with the environment.

Sustainability This is a constant goal and condition for the self-preservation of the organization. First of all, we are talking about overcoming staff turnover, reducing the number of reorganizations, and reducing conflict. However, in this case, there is a danger that the staff of the organization will no longer adequately respond to changes in the external environment, will oppose changes.

In addition, the very process of achieving sustainability threatens to turn it into an end in itself. If this happens, then services, divisions, positions begin to be created in the organization, intended mainly to maintain and preserve the system, as a rule, with control powers. Not directly involved in the implementation of goals-tasks, such services need increased self-assertion, which is manifested in the desire to expand their powers, control not only the result, but also the very process of the activities of those units that fulfill the goals-tasks. As a result, a situation may arise when, for example, a decision can be made by an employee of the control unit, and the employee carrying out operational and managerial activities, or the head of control, may be held responsible. Thus, each governing body should be focused not only on achieving the goals set from above, but also on the implementation of internal tasks.

This circumstance should not be ignored by the subject of management, and therefore, when setting the goals of tasks, the goals-orientations of the organization can and should be taken into account. Otherwise, we will seek and not find an answer to a truly insoluble question: "Who is to blame for the fact that the public administration system does not fulfill its social purpose?"

So, goals should be: large-scale, but realistically achievable; understandable and understood in its entirety by employees of managing and managed organizations; coordinated throughout.

Goals of public administration can be classified into horizontal and vertical sections. The horizontal section is represented by a chain of the main types of public administration goals: socio-political - social - spiritual - economic - organizational - activity-praxeological - informational - explanatory.

For socio-political purposes, a long-term strategy for the development of society is expressed. And the highest value and goal of society and the state is proclaimed a person, his rights, freedoms and guarantees of their implementation. Social Goals determined by socio-political goals.

The goals in the spiritual sphere are to create conditions for the formation of a highly moral, spiritually rich personality. In addition, they are aimed at realizing the spiritual potential of citizens for the implementation of socio-political and social goals.

The goals of public administration in the economic sphere are the definition of a long-term strategy economic development, creating optimal conditions for its implementation.

Organizational goals are aimed at creating an optimal, efficient organizational structure of public administration.

Information goals are aimed at establishing direct and feedback links between the object and the subject of management in order to obtain information about the reaction of the object to the adopted management decisions and, if necessary, correct the control action.

Explanatory purposes play an important role in public administration. Citizens of the state must have a clear idea of the tasks that the state is solving, have reasoned information about the processes taking place in society, about the motives for the decisions of the authorities, including unpopular ones.

The presented horizontal cut of goals does not give a complete picture of their subordination. The vertical slice arranges the goals according to their importance: strategic, operational, tactical. Strategic goals are long-term goals that determine the main directions for the development of society in the long term. Operational goals are put forward at a certain time interval, taking into account the emerging socio-political and economic situation. Tactical goals determine specific actions to achieve strategic ones, therefore they are also called providing.

Goals of public administration can be classified according to other criteria. For example, in terms of volume, they can be: general, covering the entire complex of public administration; private, covering individual subsystems.

According to the results: - final and intermediate goals.

By time allocate: long-term goals (strategic) (over 5 years); medium-term goals (for 5 years); short-term goals (tactical) (one year or less).

In relation to the main goals, secondary (secondary) goals may arise that are not directly related to the implementation of strategic goals.

The concept of the “goal tree” was first proposed by Ch. Churchman and R. Ackoff in 1957 and is an ordering tool (similar to the organizational chart of a company) used to form elements of a general target program for the development of a company (main or general goals) and correlate with specific goals different levels and areas of activity. The novelty of the method proposed by C. Churchman and R. Ackoff was that they attempted to give quantitative weights and coefficients to various functional subsystems in order to identify which of the possible combinations provide the best return.

Over the past half century of its existence, the method has won the recognition of experts - managers around the world. It has become an indispensable tool for strategic and operational planning. Not a single management course of any self-respecting Western school is complete without studying the goal tree method and its more mobile "brother" - the decision tree.

The success of an organization depends largely on good planning. Maximum profit and high profitability in the future is always the general goal. What is the role of the goal tree in planning?

What is objective tree

Management goals are presented in a large number and variety, so every enterprise needs a comprehensive, systematic approach to choosing their composition. The process of setting goals is called goal setting.

The objective tree of an organization is:

structured list, scheme of organizational goals;
hierarchy of multi-level goals;
a model that allows you to streamline and combine goals into a single complex.

Product Application this method strategic planning should become a logical and simple enterprise management scheme. The goal tree makes it possible to justify the general goal and makes sub-goals more achievable.

The system of goals is determined by the organizational structure. A huge structure, a large number of departments and work lines will require the development of a complex "branching" tree with many decomposition levels.

Vertex

The tree is filled "from top to bottom", from the central goals to secondary tasks. At the “top” (“root”) there is a general goal, the achievement of which is not an easy task. This means that it is necessary to decompose it into smaller elements, “branch goals”, that is, to decompose. So there is a plan of movement to the main goal.

All subsequent levels are formed in such a way as to contribute to the achievement of the previous one.

Target directions

Target	Content
Economic	Maximizing profits from sales of products or services in the required quality and volume
Scientific and technical	Maintaining products and services at a given scientific and technical level, R&D, increasing labor productivity through the introduction of know-how
Production	Implementation of the production plan. Maintaining the rhythm and quality of production
Social	Improvement, development and replenishment of human resources

branches and leaves

Branches - subgoals extending from the top, are again decomposed. Branch Runs are the next level of objectives. The process is repeated at each level until the goals are simplified. Simplicity is reachability, understandability and logic.

All "branches" describe the result that expresses a specific indicator. The goals of one parallel are independent of each other.

An enterprise goal tree is created based on 3 important elements of any goal.

"Leaves" are specific activities to achieve the goal. The characteristics and indicators indicated on the "leaves" contribute to the choice of the best option:

deadline;
the probability of achieving the goal by the planned date;
cost indicators;
the amount of consumed resources.

Tree elements in the same group are interconnected through the logical "AND" (denoted by "∧"). Alternative groups interact through "OR" ("∨").

The organization's goals tree. Example

Let's consider a simple scheme of goals for maximizing profit while increasing results and reducing costs.

To approach the general goal (high profitability and maximum profit), three directions have to be worked out. Enter the resulting options in the organization's goal tree. The example is presented in the form of a table.

Apple strategy and goals

Why is Apple's strategy winning?

The company's field of activity is information and radically new products for working with it. The priority is the process of creating content and its consumption.

For example, Apple paid attention to cultural aspects. The music consumption model has been improved. With iPod, listening to digital music and surfing the Internet has never been easier.

The iPod, iPhone, and iPad lineup fixes the bugs, improves the basic ways to create and use information. This model, used for laptops, desktop computers, television, will allow the "apple" corporation to further increase income.

The result of the decade was three universal inventions and business platforms. They are not an end in themselves, but a means to achieve the goal: gaining access to the main ways of information consumption.

It is natural that the general strategy of Apple is the development of an existing product line.

Building a tree of organization goals using the example of Apple

The main goal of any business is to expand the market boundaries, to win an infinite number of customers. Apple is no exception and prioritizes improving its product line for the benefit of the consumer.

Consider a company goal tree for a product like the iPhone, whose value reflects the motto “Simple. Conveniently. Aesthetically." As the main goal of the tree, we will define the improvement of the iPhone, taking into account the interests of potential users.

The main competitive and significant factors for the consumer of this market are:

product cost;
a variety of functions and an energy-intensive battery;
brand popularity;
technology for connoisseurs;
design and size;
range (was discontinued by Apple).

The tree of goals will help answer the question: “What to do?”. For example, to reduce the cost, it is necessary to simplify the interface.

What industry factors need to be created? What features to improve? These are memory, design, games and entertainment. What to focus on: the functional component or the emotional?

Table with iPhone subgoals on three levels

Apple's goal tree is presented in a simplified version in the form of a table.

Improving the iPhone with Consumers in Mind
First level goals
1. Eliminate assortment and brand popularity	2. Simplify the interface	3. Increasing consumer appeal	4. Increasing ergonomics
Second level goals
	2.1. Simplify Manufacturability	3.1. Create a new design	4.1. Special status of the owner
		3.2. Increasing the amount of memory	4.2. Last Mile Solution
		3.3. Strengthening the entertainment aspect	4.3. Reduce size

To solve the "last mile", the following tasks were identified:

Use touch screen and achieve the absence of buttons.
Create additional options.
Enlarge screen.

The next step is to fill in the "leaves" or activities to achieve the subgoals. For this, specific deadlines for completing tasks, the required volume, resources, cost and significant quantitative indicators are necessarily indicated.

The last step is to draw the targets in the form of a branched tree.

Task tree. Example

Tasks are called subgoals. They do not need decomposition and “end-means” linkages. The tree of goals includes the goals of the highest and lowest levels.

Objectives are the basis for creating a program to achieve a specific goal at the grassroots level. Problem solving is a set of actions.

The tree of goals, as an option, may contain the following tasks.

Thus, the goal tree becomes an ordering tool for creating a company development program. Examples confirm the principle of its formation “completeness of reduction”: goals are “split” into subgoals until the original goal becomes clear and achievable.

The investment mechanism of leasing is a powerful lever in accelerating the process of technical re-equipment of the industry, equipping rural producers with modern high-performance equipment. In recent years, a new national system of agricultural leasing has been created, in which the state-owned agro-industrial leasing company Rosag-roleasing has become a key element.

In 2008, agricultural enterprises of the region acquired 190 units of equipment under leasing for a total of 372.2 million rubles, incl. tractors - 55 units. for 145 million rubles, grain harvesters - 5 units. by 44.1 million rubles, other equipment - 130 units. in the amount of 183.2 million rubles. For comparison: for the period 2006-

2007 195 units of equipment were purchased under leasing for a total amount of 209.7 million rubles.

Enterprises of Cherdaklinsky, Melekessky, Mainsky, Veshkaymsky, Staro-Mainsky and Sengileyevsky districts concluded the largest number of financial lease agreements.

IN modern conditions An important problem of concluding financial lease agreements (leasing) for the purchase of breeding stock, equipment for animal husbandry, agricultural machinery is the lack of funds from agricultural producers to pay advance

payment. In this regard, the budget of the Ulyanovsk region provides for compensation of initial payments on lease payments or compensation for part of the cost of purchased livestock and equipment.

Thus, the analysis of trends in investment activity and sources of financing real investments showed that, despite the presence of certain positive developments in this area, agricultural enterprises of the Ulyanovsk region face big problems in attracting investment in production, ensuring expanded reproduction of fixed assets, as well as improving the efficiency of the existing production potential of the agricultural sector.

Bibliographic list

1. Bobyleva A.S. Financial status

research of enterprises of the agrarian sector of the economy: theory, methodology, practice / A.S. Bobylev. - Ulyanovsk, 2006. -

2. Results of the work of the agricultural sector of the Ulyanovsk region for 2008 / Internet resources: http://www.agro-ul.ru/analytics/index.php.

3. Flerova A. What is leasing? / A. Flerova / / Investments in Russia. - 2006. - No. 10. - S. 43-47.

UDC 631.145 O.N. Semirkhanov

"TREE OF GOALS" AS A METHOD OF DEVELOPING TARGET PROGRAMS

Keywords Key words: program-target planning, target program, "target tree" method, effectiveness of target program implementation.

In order to increase the production of agricultural products and improve the efficiency of the agro-industrial complex, it is now necessary to switch mainly to program-targeted regulation of their activities, which, in the face of a shortage of financial and material

technical resources provides a specific focus state support agricultural sector.

The target program allows you to determine the main goal, describe all levels of solving the problem and the resources required for this, control the spending of the allocated funds and the degree of achievement of the goal. In addition, targeted programs make it possible to concentrate scarce resources on the most priority areas. Therefore, targeted

programs should be seen as effective tool state regulation of the agro-industrial complex of the region.

The analysis of the program-targeted regulation of the agro-industrial complex in the Ulyanovsk region allows us to note the following shortcomings of its organization:

Federal budget expenditures for the implementation of a number of targeted programs are not linked to the budget capabilities of the constituent entities Russian Federation throughout the life of the programs;

In the process of preparing programs, state customers unreasonably overstated the need for federal budget funds, while significant funds were supposed to be used for current activities;

At the stage of program formation, the issues of financing program activities from all possible sources and the degree of obligation and guarantee of expenditures on the part of the program participants were not sufficiently worked out;

Part of the target programs does not contain specific program activities, deadlines and assessment of the possible results of their implementation.

At present, control over the development and implementation of targeted programs has been lost to a certain extent. Therefore, the key link in the management of the agro-industrial complex is planning, and as part of it, the development of targeted programs must meet the requirements for increasing manageability both in the process of their development and implementation.

In the Ulyanovsk region, the method of direct counting by activities is used to develop targeted programs. For each event, a list and volume of resource costs are identified, which are grouped into similar types and summed up. In our opinion, it is advisable to use the "tree of goals" method for developing target programs, thanks to which it is possible to determine the implementation of the program, the priority of subgoals, track the resource provision and identify possible problems.

The tree of the target program is an expanded set of the following nodes distributed by levels: main goal, sub-goal, task, event and project, built according to the logical scheme “main goal - sub-goals that must be achieved to achieve the main goal; subgoal about-

grams - tasks, the solution of which leads to the achievement of these subgoals; tasks - measures that ensure the solution of problems; activities - projects leading to the implementation of activities. IN general view"goal tree" is a structured, hierarchically built set of goals of an economic program, in which the following are highlighted: the general goal (top of the tree), subordinate subgoals of the first, second and subsequent levels (branches of the tree), the achievement of the goals of the lower levels is necessary and sufficient condition for achieving the upper goals. Goals and objectives should flow from one another in accordance with the adopted technology for solving the problem, ways to achieve the goals of the program. A process of interconnected development of the target, technological and resource "trees" is needed, carried out in parallel. Therefore, it is important to maintain the mechanism of information flows of the target program tree, the essence of which is to collect various information reflecting the achievement of the main goal, as well as information reflecting the state of an individual element of any level. The result of building separate "trees" should be a single program "tree".

Consider the tree of goals, objectives and activities on the example of the program "Development Agriculture Ulyanovsk region until 2012” (Fig. 1).

The main goal (TG) is a comprehensive solution to the problem of increasing the efficiency of agriculture.

T1 - sustainable development of rural areas, increasing employment and living standards of the rural population;

T2 - increasing the competitiveness of agricultural products based on financial stability and modernization of agriculture and on the basis of the accelerated development of priority sub-sectors of agriculture;

C3 - conservation and reproduction of land and other resources used in agricultural production.

31 - creation of prerequisites for the sustainable development of rural areas;

32 - ensuring the accelerated development of priority agricultural sub-sectors;

33 - increasing financial stability and improving the mechanisms for regulating agricultural production. products, raw materials and food;

34 - subsidizing part of the cost of purchasing compound feed;

35 - improvement of the general conditions for the functioning of agriculture.

The use of the "tree of goals" allows us to note the following shortcomings in the development of the target regional program "Development of agriculture in the Ulyanovsk region until 2012":

first, the formulation of goals is vague and at the same time voluminous; secondly, to determine the task of improving the mechanisms for regulating the market of agricultural products, raw materials and food, appropriate measures have not been developed; thirdly, subsidizing part of the cost of purchasing compound feed should be attributed to the measure to achieve task 2 (to the livestock industry).

For practical implementation target program is very important to ensure

management of its implementation, which includes monitoring and control of execution, evaluation of the effectiveness of the implementation of program activities and adjustment of the program implementation process.

The target program tree contains structural information about how its elements are interconnected, which should be linked with the corresponding target indicators. In the process of monitoring the implementation of the program, the indicators of the lower elements of the tree are filled. The indicators corresponding to the elements that are a level higher are calculated through the already filled indicators. Information is passed from bottom to top and eventually fills in the indicator corresponding to the main goal of the program. To determine the effectiveness of the target program, it is necessary to assess the degree of achievement of the goals set throughout its implementation, i.e. for each reporting period, the degree of implementation of the program is assessed in order to monitor it and possible adjustments.

Rice. 1. Tree of goals, objectives and activities of the regional target program "Development of agriculture in the Ulyanovsk region until 2012"

1st level

2nd level

3rd level

4th level

Rice. 2. Results of the implementation of the program "Development of agriculture in the Ulyanovsk region

for 2008-2012" (fragment of the "tree of goals")

Figure 2 shows a fragment of the goal tree, which can be used to evaluate the results of the program as a whole. To begin with, it is necessary to determine the implementation of activities in fact for 2008, comparing with the plan. For clarity, we put these results on the figure for the corresponding event, and next to each goal, task, event, weighting coefficients are given to determine the degree of importance of the lower elements to achieve the upper ones. For example, the importance coefficient for activity M1 is 0.55, M2 is 0.44, and M3 is 0.01, that is, the complete completion of task 31 is 55% due to the implementation of activity M1, 44 - to activity M2, 1% - to activity M3.

At each point in time, the performers of the event report information about the degree of its implementation. Figure 2 shows that activity M1 was completed by 36%, activity M2 - by 95%, activity M3 - by 55%. Therefore, we find that in the direction of M1 the problem is solved by 20%, in M2 - by 42, in M3 - by 1%. As a result, task 31 will be solved by 63%. Since the goal of Ts1 has only one task, this goal is realized only by 63%. Using this technique, it is possible to determine the effectiveness of the implementation of all activities, the achievement of goals and objectives.

In 2008, in fact, such funding sources as federal budget and own funds of the program participants were fully financed, while under the regional budget, the shortfall was 28%. This indicates the impossibility of full implementation of the program activities and achievement of the main goal, which was revealed according to our calculations (achievement of the main goal is 92% of the result).

In the resource provision of the target program, it is necessary to single out the executive and temporal aspects, which mean that already in the process of developing the program it is clearly established who, when, how provides the program with the necessary resources. The use of interchangeable resources, the possibility of combining the same type of resources to solve different problems, the progressiveness of the composition of resource support - all this should help minimize the total costs and timing of the program. Consideration of the structural development of the program must be supplemented with a description of the development of the executive structure, the essence of which is the transition from program activities to a system of tasks for implementing organizations, the range of which depends on the level and scale of the program, methods of attracting performers.

The proposed methodology makes it possible to link all elements of the goal tree with indicators, evaluate the effectiveness of the implementation of measures and achieve the goals and objectives set, and make appropriate adjustments to the target program in a timely manner.

Bibliographic list

1. Raizberg B.A. Program-targeted planning and management: textbook / B.A. Raizberg, A.G. Lobko. - M.: INFRA-M, 2002. - 428 p.

2. Lichko K.P. Forecasting and planning of the agro-industrial complex: textbook / K.P. Lichko. - M.: KolosS, 2007. - 286 p.

3. Kochkarov R.A. Target programs: instrumental support / R.A. Koch-cars; Fin. acad. under Pr-ve RF. - M.: Economics, 2007. - 223 p.

In management practice, it is also important to find an effective method for specifying and linking goals. An effective mechanism for solving this problem can be considered the construction of the so-called goal tree. "Tree of goals" is a graphical representation of the relationships and subordination of goals and objectives of one or more systems. At the same time, complex and complex goals are divided in accordance with the selected criteria into a number of less complex ones, which are also divided into simple goals (subgoals) and tasks (subtasks). The "goal tree" allows you to assess the likelihood of achieving both lower and higher goals in accordance with the available resources, as well as set the priority of goals.

The goal tree must meet two basic requirements: completeness and consistency.

The description of each goal should fully disclose its content and be unambiguous, i.e. avoid different interpretations. Each goal should disclose the content of only one goal more than high level. There should not be cycles on the "tree of goals", the presence of which means the inconsistency of the goals that are in the cycle.

1. The "tree of goals" is built from top to bottom, with the formulation of the main goal, even in the most general terms.
2. Goals of the same level should not enter into each other, but can only partially intersect. The division of intersecting goals at the lower levels, as a rule, leads to the selection of practically identical smaller goals in their branches.
3. Goals of the same level in their significance should be fairly homogeneous, i.e. play almost equal roles in achieving the goals of higher levels.
4. The goals of the upper level, divided into smaller ones at the lower levels, must be recoded into the language of the corresponding class of subsystems and elements with the transformation of concepts and their symbolic designations.
5. The number of levels of splitting the general goal is determined by the required accuracy of solving problems. However, it is possible to split the goals of management only as long as they remain within the framework of social and economic categories.
6. The "tree of goals" in all its branches must be brought to a level that is considered the lowest in its branch. The objectives of the enterprise, as a rule, have four levels of decomposition.

The goal tree is mainly intended to link goals with the means to achieve them (the lowest level actually reveals a set of means to achieve the general goal) and to identify the relationships that exist between sub-goals and smaller goals of various branches of the tree at each level. When setting goals, it is mandatory to assess their achievability, i.e. developing a strategy to achieve these goals.

It also happens that the initial formulation of the goal is incorrect and the goal lies elsewhere. In this case, it is necessary to reconsider the goal and the strategy for achieving it.

The issue of goal-setting in public administration is one of the most relevant and important for management theory and practice.

The goal in management is an ideal image (logical model) of the desired state of the subject or object of management, formulated on the basis of knowledge and consideration of their objective patterns and organizational forms, needs and interests.

Putting forward goals before state administration, on the one hand, relating to the whole society, and on the other hand, based on state power, is a very difficult intellectual process. The following system-forming moments can be distinguished in it.

1. Public sources for the emergence and fixation of the goals of public administration. It is necessary to study the objective conditions that develop around society and within it, a real definition of the capabilities and strength of the subjective factor, specific knowledge of the needs and interests of managed objects in control actions, a reliable assessment of the potential of public administration and the implementation of other actions that can lead in aggregate and ultimately to objective practical purposefulness of public administration.
2. The subjective side of goal-setting and the relativity and openness of the formulated goals of public administration caused by it. There are real difficulties in justifying goals that should never be ignored. After all, any future is always unclear, unknown, probabilistic, alternative, open. It has to be anticipated on the basis of information about the past.
3. Hierarchy of public administration goals, which has a great sociological meaning. The main thing for society and thus for public administration is the creation, maintenance and improvement of conditions for the free, calm, creative life of people, the establishment of rational relationships between the individual, society and the state. Hence the hierarchy of goals of public administration, built on the principle of priority of the needs and interests of the development of society.

According to the source of occurrence, content and logical sequence, the main types of public administration goals form the following structure [see. one]:

socio-political, covering the comprehensive, holistic, balanced and qualitative development of society;

social, reflecting the influence of socio-political goals on the social structure of society, the relationship of its elements, the state and level social life of people;

spiritual, associated in one aspect with the perception of spiritual (cultural) values that guide society, and in another aspect - with the introduction of the spiritual potential of society in the implementation of socio-political and social goals;

economic, characterizing and approving the system of economic relations that provide the material basis for the implementation of socio-political and other goals;

production, consisting in the creation and maintenance of the activity of those managed objects that correspond to the above goals and contribute to their implementation;

organizational, aimed at solving organizational problems in the subject and objects of public administration - the construction of appropriate functional and organizational structures;

activity-praxeological, involving the distribution and regulation of activities for specific structures, office and workplaces;

information, leading to the provision of the intended goals with the necessary, reliable and adequate information;

explanatory, requiring the development of knowledge, motives and incentives that contribute to the practical implementation of a set of public administration goals.

The presented hierarchy of goals is largely conditional, is the subject of logical reflection, but it creates a well-known reference point, a “reference scale” in this matter and allows us to evaluate management practice in terms of what it gives to society and what goals it achieves.

4. Building a "tree of goals" of public administration. The central, defining (“trunk”) of the “tree of goals” of public administration are strategic goals related to the quality of society, its preservation or transformation. Strategic goals are developed into operational, fixing large blocks of actions to achieve the first, and operational - into tactical, defining everyday and specific actions to achieve the first and second goals. Sometimes strategic goals are called the main ones, and the goals that allow them to be achieved are called providing.

Building a "tree of goals" of public administration on the basis of and taking into account their hierarchy involves a generally difficult procedure, both in relation to public administration as a whole and to its individual parts.

In the "tree of goals" of public administration, a special place is occupied by their strategic level. This is the most complex and responsible goal-setting, on which a lot depends in the organization and functioning of the public administration system (both state bodies and managed objects). For public administration, both social foresight is important - goal-setting in the most general form, the expectation of the occurrence of certain events or phenomena with expected results, and social forecasting - the definition of development options and the choice of the most acceptable, optimal, based on resources, time and social forces capable of provide it. Strategy is the science, art and experience of carrying out large-scale operations, transformations, reforms and other actions designed to qualitatively change the current situation, the state of public affairs, the situation in an important sector of activity, the balance of forces in the confrontation of certain interests. The main thing in the strategy is the focus on a new quality, a new level, a new state. In terms of its content, set of elements, their interdependencies, the strategy is a complex phenomenon that determines the role of management in social life.

Of particular importance in society belongs to the strategic level of public administration, which connects the national fate of the country with the fate of the world community. It is necessary to highlight the characteristic features of the strategic level of public administration:

- taking into account the diversity of certain (stable) and uncertain (changing, probabilistic) conditions and factors;
- coverage of a significant historical time of action - 5, 10, 15 years or more;
- involvement in the analysis and evaluation of many and diverse transformable (subject to change) phenomena, relationships and processes;
- systemic and hierarchical construction of a “tree of goals”, in which the implementation of some goals ensures the implementation of others (the principle of increasing quality);
- focus on the complexity and diversity of the resources used, including the creation of new resources;
- formation of consistency (logical coherence and sequence) of managerial decisions and actions;
- establishment of strict control (monitoring) of the movement to achieve the set goals;
- ensuring an open, adaptive nature of management planning that contributes to the implementation of the strategy.

In public administration, a strategy that expresses the main directions and trends in the development of society must be presented publicly, normatively fixed and distributed among the subjects and objects of its implementation. The forms of public presentation and normative consolidation of the strategic level of public administration can be the following:

- public policy - the realized essence of the state, through which it fulfills its mission of ensuring the integrity, sovereignty, security, orderliness and development of society;
- state programs - target, resource and managerial directions for the qualitative transformation of any spheres or areas of the life of society, agreed and approved for execution as mandatory;
- state concepts - fundamental views, positions, values of state bodies or their leaders on topical issues of social development;
- state plans - directions and methods of specific decisions and actions to achieve the intended objective results;
- legislative and other normative-legal acts fixing by means of legal norms the ideals, values and goals of behavior desired for society, the activities of people, their teams and communities;
- sets of managerial decisions and actions that characterize the directions and logic of the implementation of the competence of specific state bodies or their subsystems.

The general (complex) strategy in public administration is distributed over various regional levels: geographical, economic, political and administrative, urban and rural settlements.

The mechanism for implementing the strategy is strategic planning - a continuous process of organizing and adjusting the goals, functions and forms of management activities of state bodies on the way to a new quality of problem solving, the state of subjects and objects of management.

The validity and effectiveness of the goals of public administration and their "tree" is determined by the connection with the relevant resources and their availability. Of particular importance here are natural and human resources. An important role is given to the resource of law.

As resources for setting goals in public administration, it is necessary to take into account such purely subjective elements as knowledge, or, in other words, the innovative and technical capabilities of society.

Rational and effective public administration requires the connection of goals, means and results of their implementation, because only it creates a cycle in the public administration system, gives rise to the trust of society and people in it and stimulates management processes.

Thus, the goals of public administration, presented in a certain "tree", are designed to meet the following requirements:

- objectivity and validity (i.e. goals should proceed from the objective laws and trends of social development and technologies of human activity, correspond to the objective logic of the functioning of a particular phenomenon, process, relationship, take into account the forms and mechanisms of the latter);
- social motivation (i.e. goals should "go" from the needs, requests and interests of people, respond to them and thereby evoke understanding, support, desire to bring them to life);
- security in terms of resources, both from the intellectual and material side;
- system organization (i.e. inclusion in a certain sequence of strategic, operational and tactical goals, general and private, main and supporting, final and intermediate, etc.)

The goals and functions of public administration are interdependent. The subject of management functions indicates the parties, aspects, manifestations of the social system, subject to the control action of the state (its bodies). The functions of public administration are closely related to the public functions of the state and reflect the ways in which the latter are carried out. The functions of public administration and the managerial functions of state bodies (external and internal, general and specific), together and interacting with each other, form a complex, multi-level functional structure of public administration [1]. This structure provides both the managerial relationship of the state - the subject of management and the social system, and its internal safety and dynamism as a control system.

Many circumstances influence the nature and configuration of the functional structure of public administration: the level of self-government of managed objects, the development of local self-government, the form of government, the form of government, the properties of the state itself - its democracy, social orientation, legal design, etc. Therefore, there are real difficulties in maintaining rationality and efficiency in the functional structure of public administration, on the one hand, flexibility and adaptability to changing goals, on the other. When “working” with the functional structure of public administration, the system-functional method (approach) is important, the observance of the rules and requirements of which allows you to streamline the cognitive, regulatory, informational, legal and practical processes in public administration. The methodology of the system-functional approach also makes it possible to highlight such an aspect of the functional structure of public administration as the substantiation of typical models of managerial functions for various links in the organizational structure of public administration.

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COURSE WORK
Tree of goals on the example of the Federal State Treasury Institution
Introduction
If we analyze the organizational and managerial problems of the fire department, it is easy to see that until recently these problems in the fire department were solved mainly from the standpoint of accumulated experience and intuition. Now, to solve them, deeply thought-out, scientifically developed methods are required.
At present, the fire safety system is a complex socio-economic system in which all the main state and public institutions, as well as the population, participate to some extent. Ensuring fire safety has become one of the most important functions of the state.
In the modern conditions of the development of our country, the "Theory of Management" is of particular importance, as it makes it possible to scientifically substantiate research, analysis, design, construction and maintenance of the highly efficient functioning of state, economic, public and other organizations.
Goal and tasks term paper. The main purpose of the work is to study the features of creating a "tree of goals" in FGKU "17 OFPS for MO".

To achieve the goal, it is necessary to solve the following tasks:

Outline the theoretical foundations and determine the role of the goal in the management of the organization;

Consider the features of the global and operational goals of the organization;

Explore the features of building a tree of organization goals;

To study the organizational structure in FGKU "17 OFPS for MO". to analyze its external and internal environment;

1 . Theoretical aspects of building a tree of organization goals

1.1 The concept, functions, types and role of goals in management

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

Numerous studies conducted in recent years show that in terms of importance, goals occupy one of the first places among other components of the organization. There are many examples where a simple shift in goals or even uncertainty in their formulation leads to such serious negative consequences in the organization as the wrong choice strategic directions(this leads to serious material losses), reduced synergy due to the lack of a common orientation among the members of the organization, disruption of communications within the organization, weakening of integration within organizational structures, difficulties in motivating members of the organization, and other serious problems. Thus, goals have the most direct impact on almost all components of the organization's activities. In order to understand the reasons for the importance of goals for organizational activity, it is necessary to define the concept of a goal and its function. Let's define the goal as the desired, planned result or those guidelines that the members of the organization are trying to achieve using their activity to meet collective needs. In terms of organization, the goal should be considered as a unity of motives, means and results.

Functions of the goals of the organization. Joint activity generates goals in people different levels and content. In the conditions of organized activity, these goals can perform the following functions:

1. Cognitive functions of goals. These are functions that summarize the orders of the coordinating bodies and focus on the analysis of alternatives for action and decision-making.

2. Distribution functions. To achieve the goals of the organization, it is necessary to direct resources to units in an optimal way. The presence of goals of different levels (goals of the organization, goals of departments, goals of the participants in the organization) poses the problem of their combination in the course of production activities which forces managers to allocate resources within the organization.

3. Identification functions, i.e. comparing the own aspirations of the members of the organization with the goals of the unit or organization as a whole. In the absence of these functions, the activities of the members of the organization lose their meaning. This, in turn, can lead to alienation.

4. Functions of motivation. Goals are able to motivate members of the organization if the latter recognize them as realistically achievable, future-oriented and correlated with their own needs.

5. Conversion functions. The desire to achieve the goals of the organization inevitably leads to an understanding of the need to transform various aspects of organizational activity.

6. Cathectic or emotional functions. Goals can form various emotional states among the members of the organization: emotional uplift or, conversely, feelings of confusion, uncertainty. These side functions of goals must be taken into account when making a management decision, as they have a significant impact on the motivation of members of the organization.

7. Ideological functions. Goals form the ideology of the organization, i.e. explain not only how certain results will be achieved, but also why there is a need to achieve them.

Types of goals in an organization. The goals of the organization are diverse in form and content. For example, the goals of ordinary performers, top-level managers and the financial manager are characterized by significant differences in the vision of the future results of their activities. But this is not at all evidence that the goals of the organization are only a formal announcement of intentions that is not implemented in practice.

1. Goals-tasks - assignments designed as programs of general actions that are set by a higher-level organization (for example, for an enterprise, goals of this kind can be set by the ministry). These tasks determine the purposeful existence of organizations. It is obvious that these goals are a priority and the attention and main efforts of all participants in the organizational process, without exception, are directed to their implementation.

2. Goals-orientations - a set of goals of the participants, implemented through the organization. These include the generalized goals of the team, including the personal goals of each member of the organization. An important point of joint activity is the combination of goals-tasks and goals-orientations. If they diverge, the motivation to fulfill the goals-tasks is lost and the work of the organization may become ineffective. In an effort to achieve their own (often selfish) goals-orientations, members of the organization brush aside goals-tasks or perform them only formally.

3. The goals of the system are due to the desire to preserve the organization as an independent whole, i.e. maintain balance, stability and integrity. In other words, the goals of the system express the desire of the organization to survive in the conditions of the existing external environment, to integrate it among others. The goals of the system should organically fit into the goals-tasks and goals-orientations. In cases of organizational pathology, the goals of the system may obscure other goals. At the same time, the desire to preserve the organization at any cost, regardless of the need to fulfill its goals-tasks or satisfy the collective and individual goals-orientations of the members of the organization, comes to the fore. Such a phenomenon is often observed with extreme negative manifestations of bureaucracy, when an organization, having lost real goals, exists only in order to survive, to maintain its independence.

The above division of goals is the main one. It allows you to understand the meaning of the goals of the organization and shows their diversity. However, the organization has a large number of different strategic, tactical, intermediate and secondary goals.

1.2 Classification of the objectives of the organization

Classification by direction. In this case, the goals are divided according to the nature of the actions that they intend to take to achieve them.

1. The goals of functioning are aimed at maintaining the working condition of the organization and its divisions. Target programs for ensuring the functioning contain tasks for maintenance, constant monitoring of the activities of members of the organization. As a rule, such tasks are designed for a long time. Such goals can cause difficulties in motivating the behavior of members of the organization, since their achievement is not associated with one-time efforts, but requires constant effort.

2. Goals of improvement. Any goal that includes active action can be considered an improvement goal. These goals include increasing labor productivity. Typically, such goals are well understood by employees, but their implementation is not always possible to provide with appropriate resources (especially for deliberately inflated goals). If the goals of improvement are unattainable (especially if they were widely publicized in the divisions of the organization), negative consequences are possible, which are expressed, in particular, in the loss of the authority of managers, a decrease in the motivation of members of the organization, etc.

3. Development goals are similar to improvement goals, but refer to specific forms of growth, expansion, learning, and progress. These goals may include the introduction of new ideas in the field of management, fundamental changes in the organizational structure, etc.

The advantages of classifying goals according to their direction are, first of all, that they are easily perceived and understood by members of the organization at various managerial levels. Moreover, these goals are most often declared by management personnel for ordinary performers. The goals expressed in these forms serve mainly to orient the thinking and activities of the members of the organization.

Classification according to criteria provides for the division of goals according to their relation to the main indicators of the organization's success. The higher the organization's requests for performance indicators, the wider the scope of its activities, the more diverse the division of goals by criteria.

In general, it can be argued that the classification of goals according to criteria is the most significant for the management of the organization, since it is on their basis that the tree of goals is built, which serves as a guide for managers in managing the organization.

Classification by time period:

1. Current goals (or short-term goals) usually refer to those tasks that should be completed within one year. These goals are well perceived by the members of the organization in the event that they are realistically achievable, supported by appropriate motivation. Typically, current goals are a guide to action for organizations that produce products.

2. Medium-term goals cover a period of one to three years. The goals, the implementation of which is designed for such a period, require a thorough analysis of the operating conditions, the existing resources of the organization and the possibilities of their attraction. In organizations that are poorly focused on medium-term goals, due to poor planning and accounting for resources, correction of medium-term goals is very often allowed, which ultimately leads to losses in the pace of the organization, the solution of unpromising momentary tasks, loss of motivation among members of the organization, and, as a result, to a reduction the ability of the organization to survive in the external environment.

3. Long-term goals usually refer to an organization's planning period of more than three years. Working for the future is not relevant for all organizations. Nevertheless, many of them set long-term goals, but, as a rule, they do not develop them in detail, but consider them only as guidelines, as a distant milestone, a matter of the distant future. These goals can have a motivating value, since their achievement is seen as an outstanding achievement of the organization, as an important milestone in its activities. You can also highlight the following requirements for goals:

First, goals must be achievable. Of course, the goals must contain a certain challenge for the employees of the organization. They shouldn't be too easy to achieve. But they also should not be unrealistic, going beyond the maximum allowable capabilities of the performers. An unrealistic goal to achieve leads to demotivation of employees and their loss of direction;

Second, goals must be flexible. Goals should be set in such a way that they leave room for adjustment in accordance with the changes that may occur in the environment;

Third, goals must be measurable. This means that goals must be formulated in such a way that they can be quantified, or that it can be assessed in some other objective way whether the goal has been achieved. If the goals are immeasurable, then they give rise to disagreements, complicate the process of evaluating performance and cause conflicts;

Fourthly, the goals must be specific, having the necessary specificity, which helps to unambiguously determine in which direction the organization should operate. The goal should clearly fix what needs to be obtained as a result of the activity, in what time frame it should be achieved and who should achieve the goal. The more specific the goal, the easier it is to express the strategy for achieving it. If the goal is formulated specifically, then this makes it possible to ensure that all or the vast majority of the employees of the organization will easily understand it, and, therefore, know what awaits them ahead;

Fifthly, the goals must be acceptable to the main actors of influence that determine the activities of the organization, and first of all to those who will have to achieve them. When formulating goals, it is very important to take into account what desires and needs employees have.

1.3 The concept and technology of building a "tree of goals"

The procedure for setting and selecting goals is called goal setting. The goal-setting process begins with understanding the philosophy of the business, defining the vision and mission of the firm.

Perspective vision is usually the result of a mental movement from the known to the unknown, creating the future by assembling known facts, hopes, dreams, given dangers and opportunities. Vision of the future - certainty about what the business should be, i.e. an idea of what the company should become and what it intends to achieve in the future, this is the ideal to strive for.

The mission is a clearly formulated meaning of the existence of the organization, its purpose. The mission as a philosophy includes the values, moral and ethical standards and principles in accordance with which the organization intends to carry out its activities. All goals of the organization are defined and developed to fulfill its mission.

In accordance with the goals of the general direction of the development of the enterprise, a system of goals is formed for each division. The number and variety of management objectives is so great that without a comprehensive, systems approach no organization can manage to determine their composition. The model of ordering the goals of different levels of management into a single integrated system is called the "tree of goals".

The procedure for building a goal tree includes several successive steps.

Determining the top of the tree - the overall goal of the organization. At a certain time stage, there cannot be several common goals. Depending on this goal, the final result of the activity and the effectiveness of this result are determined.

Formation of subsequent levels in areas of activity or decomposition of goals. Each subsequent level is formed in such a way as to ensure the achievement of the goals of a higher level.

Each "branch" of the tree does not describe a way to achieve the goal, but a specific end result expressed by some indicator.

Subgoals of one level of decomposition are independent (parallel) among themselves.

The hierarchy of goals is directly related to the structure of the enterprise and its features. The more complex the organizational structure of the enterprise, and the more different types of activities it has, the more levels of decomposition and the more complex the goal tree. In any case, the entire set of goals, based on the requirements of the functional-target model of the organization's management system, can be divided into the following types: economic, scientific and technical, industrial, social, marketing, finance. The construction of the tree goes "from top to bottom", from general goals to private ones, through their decomposition and reduction.

2 . Characteristics of FGKU "25 OFPS for MO"

The subdivisions of the FGKU "25 Detachment of the Federal Fire Service" of the Main Directorate of the Ministry of Emergency Situations in the Moscow Region are located on the territory of the Pushkinsky municipal district of the Moscow Region and on the territory of the urban district of Ivanteevka.

The population living in the territory of the Pushkinsky municipal district of the Moscow region is: 163,881 people.

The average density of the population living in the district: 257.7 people per sq. km. km.

The area of the territory of the Pushkinsky municipal district of the Moscow region is: 634 sq. km.

The administrative center of the Pushkinsky municipal district of the Moscow region is the urban settlement of Pushkino.

The population living in the urban settlement of Pushkino is 96 thousand people.

The area of the urban settlement of Pushkino is 10 square meters. km.

The FGKU "25 OFPS for MO" includes 2 fire departments: PCh-40, PCh-76. Also on the territory of the district there are the following types of fire protection: SO No. 21 FGKU "SU FPS No. 3 of the Ministry of Emergency Situations of Russia" (for the protection of facilities)), the state fire service of the Moscow Region (Pushkin TUSIS GU MO "Mosoblpozhspas"), departmental fire department(fire brigades of enterprises and military units).

General headcount FGKU "25 OFPS for MO" is 104 employees and 25 employees.

FGKU "25 OFPS in the Moscow Region" is an independent structural unit and is directly subordinate to the Main Directorate of the Ministry of Emergency Situations of Russia for the Moscow Region. The source of funding is the federal budget.

3 . Analysis of the current organizational structure

3 .1 Mission of the organization.

Based on the tasks assigned to the State Fire Service of Russia in the Federal Law "On Fire Safety" No. 69-FZ of December 21, 1994, its role in the fire safety system, we can operate with the following concept of the mission:

The mission of the State Fire Service of the Ministry of Emergency Situations of Russia is to organize the functioning of the fire safety system in Russia.

For the subdivisions of the FGKU “25 OFPS for the Moscow Region”, the mission is similar, but has a narrower scope, consisting in the boundaries of the Pushkinsky municipal district and the urban district of Ivanteevka.

Briefly, the mission of the FGKU "25 OFPS in the Moscow Region" can be formulated as - "Prevention, rescue, assistance."

The philosophy of the organization is based on impeccable, official duties personnel, to serve in the name of ensuring the safety of the life of an ordinary citizen of Russia, of each individual person in need of help, for the sake of his peace and stability.

3 .2 Purposemission of the organization

Based on the analysis of its own mission and the state of the external environment, any organization formulates goals - a vision, a description of the state that it wants to achieve by a certain point in time. This description can characterize both the organization as a whole and its separate divisions, functions or parameters of activity.

Description (vision) is a fairly general picture of what the organization wants to come to after a certain period of time. The next step in strategic planning is to identify ways to achieve this goal.

The main, global goal, which is the main purpose of the organization, is to ensure the combat readiness of fire service units for successful actions to save people, extinguish fires and conduct emergency rescue operations on the territory of the Pushkinsky municipal district.

Targets of the organization. The fundamental guidelines of this organization are the areas of activity provided for by the Charter of the FGKU "25 OFPS in the Moscow Region" to ensure the protection of the population, industrial facilities, economy, etc. on the territory of the district, ensuring the safe work of employees, maintaining the combat readiness of fire departments.

Current Goals:

1) Implementation of ongoing programs to ensure the proper fire regime in the area:

Checking the state of fire water supply in the area;

Preventive work on propaganda and agitation among the population of the region;

2) Ensuring the combat readiness of the State Fire Service structure to perform tasks for actions in case of emergency:

Combat training of firefighters; - service training of middle and senior commanding staff; - maintenance of fire equipment and fire extinguishers in good condition;

Relationship of activities with the structure of the organization. Hierarchy in an organization.

The implementation of activities is directly linked to the structure of the organization, its hierarchy. The main leading role is played by the head of the detachment, directing the work of the team, in which the organization ensures the fulfillment of its mission. The deputy chiefs of the detachment and the apparatus of the detachment carry out their activities based on the assigned tasks in various areas, coordinate the work of fire departments and take part in the most important processes taking place. The leadership of the fire departments performs specific, assigned tasks, gives appropriate instructions to the team. Guards on duty carry out the assigned functions in specific areas of activity.

3 . 3 HierarchyFGKAt« 25 OFPS for MO»

Unit structure

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3 .4 Internal environment of the organization

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3 . 5 External environment organizations

3 .6 Organization typeand type of organizational structure

The organization in question was created to implement the tasks set by the state in the field of ensuring fire safety in the Pushkinsky district. FGKU "25 OFPS for MO" is a state institution, the property is in federal ownership, is by type of organization - state non-profit organization, according to the type of organizational structure - a linear-functional structure (step hierarchical).

3 . 7 Organization life cycle

The origin of the organization took place in the early 30s of the last century, with the simultaneous growth of industry and the appearance on the map of the Moscow region in 1934 of the city of Pushkino. In 1934, the Fire Department for the Moscow Region was established, and the organization on the territory of the current (then Sergiev Posad district) of separate fire departments and fire posts. The organization gained its distribution with the growth of the population and industry of the region, the separation of the Pushkinsky district as an independent territorial unit of the Moscow region, when units of the Ivanteevka city district detachment were included in the departure area, after which a full-fledged Fire Service Detachment was created for the Pushkinsky district. The maturity of the organization came during the years of the transition of the fire service to the EMERCOM of Russia and is currently at this stage.

However, in connection with the ongoing reform of local self-government, the organizational and staffing reform of the fire department and rescuers, the empowerment of fire departments to carry out rescue operations related not only to extinguishing fires; the emergence of new types of fire protection (subject - GU MO "Mosoblpozhspas", private fire protection), it is possible that the organization of GU 25 OFPS for MO, in its current form, is entering the initial stage of decrepitude.

3 . 8 Principledivision of labor in an organization

The division of labor in the organization is carried out taking into account the need to perform tasks of various properties and levels of complexity. For this, the method of formation of various structural divisions performing certain specific tasks and realizing specific goals was applied:

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In order for the organization to function successfully, a department was established to manage various types of work, that is, a vertical division of labor was carried out. To this end, heads of various levels have been appointed, and the scope of their duties and responsibilities has been defined. The vertical division of labor is associated with the hierarchical structure of the organization and is as follows:

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Power is distributed according to the positions and the leaders occupying these positions, i.e. division of labor, carried out by authority.

The horizontal division of labor is the division of labor between individual structural divisions, which is implemented within the same powers. So at the same time, work is being carried out in various areas (selection and training of personnel, financial support, combat and service training, Maintenance PTV and equipment) in the subordinate fire departments of the FGKU "25 OFPS in the Moscow Region".

Since FGKU "25 OFPS for MO" is a medium-sized and complex organization, a territorial division of labor has been implemented - according to the locations of fire departments in the cities of the Moscow Region (Pushkino, Ivanteevka).

3 .9 Main documents defining activitiesFGKAt« 25 OFPS for MO»

The main documents defining the activities of the FGKU "25 OFPS for MO" are:

Federal Law "On Fire Safety";

Charter of FGKU "25 OFPS for MO";

Labor Code of the Russian Federation;

Regulations on service in the internal affairs bodies;

The charter of service and the combat charter of the fire department;

Job Responsibilities officials FGKU "25 OFPS for MO";

Orders and orders of departments, departments, EMERCOM of Russia;

Normative-legal acts of the Russian Federation.

INconclusions

After analyzing the FGKU "25 OFPS for MO", we can conclude that this organization is a stable structure with a well-established management policy and a reliable functioning system. The mission of the organization is defined and reflects the main direction of activity. Goals and objectives are clearly defined. The structure of the organization, the division of labor and the ways of implementing the tasks set allow us to come to an unambiguous opinion about effective management of this structure, to understand that this structure is at the stage of mature development of the life cycle.

federal treasury department

Bibliography

1. V.A. Abramov, V.F. Smetanin. Methodological problems of fire business. M. Academy of State Fire Service of the Ministry of Emergency Situations of the Russian Federation. 2006

2. S.V. Rogozhin, T.V. Rogozhin. Organization theory. Textbook. M. Ed. "Exam". 2006

3. V.L. Semikov. Organization theory. Tutorial. M. Ed. Academy of the Ministry of Emergency Situations. 2006

4. Guiding documents of FGKU "25 OFPS for MO".

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