A tree of goals using the example of a federal government agency. 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 a goal of influence, a goal of assumption that determines its initial operations, the complexity of which decreases as the goals of influence are clarified. 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 formulate the requirements for it. The goal should be:

specific, clear, meaningful and achievable;
· scientifically based and specifically express the requirements for the development of the object;
· the content of the main management goal should be of a higher order. For example, the goal of managing a municipal entity must correspond to the general goal of development of society and the state.

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

In the public administration system, it is possible to identify specific goals and objectives of the global order, which should not contradict universal human values (freedom, democracy, social justice, etc.). Management goals determine the essence of the 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 real. In order for all goals to be supported and 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 in a specified time, in a precise volume and using certain resources, goals that are specified, clearly communicated to an individual team, group, person, and at the same time, coordinated among themselves in such a way that one goal does not contradict the other, on the contrary, contributed to its implementation.

Currently, the majority of 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 declared the highest value, and the observance of his rights and interests is the responsibility 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, satisfying the most important material and spiritual needs of citizens, the right of the people to a decent human existence.

The transition to true democracy presupposes, first of all, a change in the technology for determining the goals of public administration. The basic principles of goal setting in a democratic state are openness, transparency and publicity.

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

The entire history of mankind shows that the formation of the goals of public administration is an extremely difficult matter. This process is inexorably dominated by three negative factors: 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 management 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).

The structure of public administration goals can be formed using a technique called the tree of goals in the scientific literature, which ensures the interrelation of many goals and subgoals of different content (political, economic, social, spiritual, etc.), 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 specific. The trunk is strategic goals-tasks related to the quality of life of society, its preservation and development. Strategic goals develop into operational ones, and operational ones into tactical ones. Thus, goal-setting, goal-setting, and goal-setting of public administration occurs.

Goal tree- this is an image that allows us to compare the system of goals of public administration with a tree with its “roots” (means of communication) in 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 a tree of goals, the management subject must have complete information about the state of society, its problems, pain points, resources to achieve goals, etc. In addition, when structuring a system of goals, it should be borne in mind that each previous goal must determine the subsequent one, as well as develop and complement the main goal.

It is also important to determine the hierarchy of public administration goals, 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 assessments that seem optimal in the specific conditions of the functioning of the system, which can approach truly optimal as we study the life of society. If priorities are determined incorrectly, this is often revealed 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 work of the macrosystem of management in the entire set of relations with society, as controlled by the macrosystem, and adjust the relationship between the authorities and public institutions, citizens.

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

There are three types of goals in government organizations: task goals, orientation goals and self-preservation goals.

1. Goals and tasks government organizations are set by a higher-level subject of management - these are the actual management goals, i.e. management goals social system, content-oriented and subordinated to achieving its main goal. They are, as a rule, enshrined in regulatory documents: regulations, charters, regulations, which reflect the purpose of this organizational structure, its place and role in the control system, i.e. what it was created for.

It is very important that the goals and objectives are clearly formulated, for example, social goals (support for the poor, etc.) have too general a meaning. In order for the activities of the body to be effective, more specifically set goals and objectives are needed for the governing body and its staff, since everyone works better if they clearly understand what is expected of them. The goal determines behavior, and purposeful activity is the mechanism that ensures the operation of the governing body.

When fulfilling a 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 the tasks and the low level of resources to support them.

2. Goal-orientations reflect the common interests of the members of the public administration body and should not contradict social goals and objectives. The ideal model of team orientation is when inaction is perceived by civil servants themselves as inadequacy of the position held, and refusal to accept an application, 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 goal 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-orientations of team members are 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 management structure 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. We are talking, first of all, about overcoming staff turnover, reducing the number of reorganizations, and reducing conflict. However, in this case, there is a danger that the organization’s staff will cease to adequately respond to changes in the external environment and will resist change.

In addition, the very process of achieving sustainability threatens to turn it into an end in itself. If this happens, then the organization begins to create services, divisions, and positions intended primarily to maintain and preserve the system, usually with control powers. Not directly involved in the implementation of goals-tasks, such services need increased self-affirmation, which is manifested in the desire to expand their power, to 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 management activities or the head of control may bear responsibility. Thus, each management body should be focused not only on achieving goals set from above, but also on fulfilling internal tasks.

This circumstance should not be ignored by the subject of management, and therefore, when setting task goals, the goals-orientations of the organization can and should be taken into account. Otherwise, we will search 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 fully understood by employees of managing and managed organizations; coordinated in their entirety.

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

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

Goals of public administration in economic sphere- this is the definition of 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 connections between the object and the subject of management in order to obtain information about the object’s reaction to the management decisions made and, if necessary, correction of the management influence.

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

The presented horizontal section of goals does not give a complete picture of their subordination. The vertical slice arranges goals according to their importance: strategic, operational, tactical. Strategic goals are long-term goals that determine the main directions of development of society for the long term. Operational goals are put forward over a certain time period, taking into account the current socio-political and economic situation. Tactical goals determine specific actions to achieve strategic ones, which is why they are also called supporting ones.

The 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.

Based on the results: - final and intermediate goals.

By time, they distinguish: 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, side (secondary) goals may arise that are not directly related to the implementation of strategic goals.

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

Over the past almost half a century of its existence, the method has gained recognition from specialists - managers all over the world. It has become an integral 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 largely depends on proper planning. Maximum profit and high profitability in the long term are always the general goal. What is the role of the goal tree in planning?

What is objective tree

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

The objective tree of the organization is:

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

Product of use this method strategic planning should become a logical and simple scheme for enterprise management. The goal tree makes it possible to justify the general goal and makes subgoals 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 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, “goal-branches”, that is, to carry out decomposition. This is how a plan of movement towards the main goal arises.

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

Goal 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	Fulfillment of the product release plan. Maintaining rhythm and quality of production
Social	Improvement, development and replenishment of human resources

Branches and leaves

Branches - subgoals extending from the top are again subject to decomposition. “Sprouts on the branches” represent the next level of goals. The process is repeated at each level until the goals are simplified. Simplicity is achievability, understandability and consistency.

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 a goal. The characteristics and indicators indicated on the “leaves” help you choose the best option:

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

Tree elements in the same group are connected to each other through logical “AND” (denoted “∧”). Alternative groups interact through “OR” (“∨”).

Tree of organizational goals. Example

Let's consider simple diagram goals to maximize profits while increasing results and reducing costs.

To get closer to the general goal (high profitability and maximum profits), three areas need to be worked on. Enter the resulting options into the tree of the organization’s goals. The example is presented in table form.

Apple Strategy and Goals

Why is Apple's strategy a winning one?

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 consuming it.

For example, Apple paid attention to cultural aspects. The music consumption model has been improved. iPod makes it easier to listen to music on digital media and browse the Internet.

The line of iPod, iPhone and iPad corrects the shortcomings and improves the basic ways to create and use information. This model, used for laptops, desktop computers, and television, will allow the Apple corporation to further increase its income.

The decade resulted in 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 methods of information consumption.

It is natural that Apple's general strategy is to develop its existing product line.

Building a tree of organizational goals using the example of Apple

The main goal of any business is to expand market boundaries and win an endless number of customers. Apple is no exception and prioritizes improving its product line in the interests of the consumer.

Consider a company's goal tree for a product such as the iPhone, whose value is reflected in the motto “Simple. Comfortable. Aesthetically." The main goal of the tree will be to improve the iPhone, taking into account the interests of potential users.

The main competitive and consumer-relevant factors in this market are:

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

The goal tree will help answer the question: “What to do?” For example, to reduce cost, the interface needs to be simplified.

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

Table with iPhone subgoals at three levels

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

Improving iPhone with consumers in mind
First level goals
1. Eliminate the range and popularity of the brand	2. Simplify the interface	3. Increased attractiveness for consumers	4. Improved ergonomics
Second level goals
	2.1. Simplify manufacturability	3.1. Creating a new design	4.1. Special owner status
		3.2. Increasing memory capacity	4.2. Last mile solution
		3.3. Enhancing the entertainment aspect	4.3. Reduce size

To solve the “last mile” the following tasks were identified:

Use touch screen and make sure there are no buttons.
Create additional options.
Enlarge screen.

The next step is to fill out the “leaves” or activities to achieve the subgoals. To do this, specific deadlines for completing tasks, the required volume, resources, cost and significant quantitative indicators must be indicated.

The last step is to depict the goals in the form of a tree with branches.

Task tree. Example

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

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

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

Thus, the tree of goals 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 commodity producers with modern high-performance equipment. In recent years, a new national agricultural leasing system has been created, the key link in which is the state-owned agro-industrial leasing company Rosag-roleasing.

In 2008, agricultural enterprises in the region purchased 190 units of equipment through leasing for a total amount 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 through leasing for a total amount of RUB 209.7 million.

The largest number of financial lease (leasing) agreements were concluded by enterprises in the Cherdaklinsky, Melekessky, Mainsky, Veshkaimsky, Staro-Mainsky and Sengileevsky districts.

IN modern conditions An important problem in concluding financial lease agreements (leasing) for the purchase of breeding livestock, equipment for livestock farming, and agricultural machinery is the lack of funds among agricultural producers to pay the advance payment.

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

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

Bibliography

1. Bobyleva A.S. Financial status

Research of enterprises in the agricultural sector of the economy: theory, methodology, practice / A.S. Bobyleva. - Ulyanovsk, 2006. -

2. Results of the work of the agricultural industry 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. - P. 43-47.

UDC 631.145 O.N. Semirkhanov

“TREE OF OBJECTIVES” AS A METHOD OF DEVELOPING TARGET PROGRAMS

Keywords: program-target planning, target program, “goal tree” method, effectiveness of target program implementation.

To increase the production of agricultural products and improve the efficiency of agricultural sectors, it is currently necessary to transition primarily to program-targeted regulation of their activities, which, in conditions of a shortage of financial and material resources,

technical resources provide a specific focus state support agricultural sector.

The target program allows you to determine the main goal, describe all levels of problem solving and the resources required for this, monitor the expenditure of allocated funds and the degree to which the goal is achieved. In addition, targeted programs allow us to concentrate scarce resources on the highest priority areas. Therefore, targeted

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

The analysis of 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 on the implementation of a number of targeted programs are not linked to the budget capabilities of the constituent entities Russian Federation throughout the entire period of program implementation;

In the process of preparing programs, government customers unreasonably overestimated 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 program participants were not sufficiently worked out;

Some target programs do not contain specific program activities, deadlines or assessment of the possible results of their implementation.

Currently, control over the development and implementation of target programs has been lost to a certain extent. Therefore, the key link in the management of the agro-industrial complex is planning, and within it the development of target programs, must meet the requirements for increasing controllability of both the process of their development and implementation.

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

The target program tree is an expanded, leveled set of the following nodes: main goal, subgoal, task, event and project, built according to the logical scheme “main goal - subgoals that need to be achieved to achieve the main goal; subgoals about

grams - tasks, the solution of which leads to the achievement of these subgoals; tasks - activities that ensure the solution of problems; activities - projects leading to the implementation of activities.” IN general view“tree of goals” is a structured set of goals of an economic program, built on a hierarchical principle, which identifies: a general goal (top of the tree), subgoals of the first, second and subsequent levels (branches of the tree) subordinate to it; achieving the goals of lower levels is necessary and sufficient a condition for achieving higher goals. Goals and objectives must follow from one another in accordance with the adopted technology for solving the problem and the methods of achieving the goals of the program. What is needed is a process of interconnected development of target, technological and resource “trees”, carried out in parallel. Therefore, it is important to support 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 individual “trees” should be a single software “tree”.

Let's look at the tree of goals, objectives and activities using the example of the 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 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 based on the accelerated development of priority sub-sectors of agriculture;

T3 - conservation and reproduction of land and other resources used in agricultural production.

31 - creating prerequisites for sustainable development of rural areas;

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

33 - increasing financial stability and improving agricultural regulation mechanisms. products, raw materials and food;

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

35 - improvement general conditions functioning of agriculture.

Using 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 the target program is very important to ensure

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

The tree of the target program contains structural information about how its elements are interconnected, which must be linked by 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 in. Indicators corresponding to elements located at a higher level are calculated through already filled in indicators. Information flows from the bottom up and ultimately feeds into a metric that aligns with the program's main goal. To determine the effectiveness of a target program, it is necessary to assess the degree of achievement of the set goals throughout its implementation, i.e. For each reporting period, the degree of program implementation is assessed for the purpose of its control and possible adjustment.

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, with which you can evaluate the results of the program as a whole. First, it is necessary to determine the actual implementation of activities for 2008, comparing with the plan. For clarity, we plot these results on the drawing for the corresponding event, and next to each goal, task, and event, weighting coefficients are given that allow us to determine the degree of importance of the lower elements for achieving 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% due to activity M2, 1% due to the activity M3.

At each point in time, the performers of the activity 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 M1 direction the problem is solved by 20%, in the M2 direction by 42%, and in the M3 direction by 1%. As a result, problem 31 will be solved by 63%. Since goal T1 has only one task, this goal is only 63% realized. Using this methodology, you can determine the effectiveness of the implementation of all activities and the achievement of goals and objectives.

In 2008, in fact, such sources of funding as federal budget and the program participants’ own funds were fully funded, while the regional budget shortfall was 28%. This indicates the impossibility of fully implementing the program’s activities and achieving the main goal, which was revealed by our calculations (achieving the main goal is 92% of the result).

In the resource provision of a target program, it is necessary to highlight the executive and time aspects, which mean that already in the process of developing the program it is clearly established who, when, and how provides the program with the necessary resources. The use of interchangeable resources, the possibility of combining similar resources to solve different problems, the progressiveness of the composition resource provision- 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, and 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 activities and the achievement of set goals and objectives, and timely make appropriate adjustments to the target program.

Bibliography

1. Raizberg B.A. Program-target planning and management: textbook / B.A. Raizberg, A.G. Pubically. - 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-karov; Fin. acad. under the Government of the Russian Federation. - M.: Economics, 2007. - 223 p.

In management practice, it is also important to find an effective method for specifying and interrelating goals. An effective mechanism for solving this problem can be considered the construction of a so-called goal tree. A “goal tree” is a graphical representation of the relationships and subordination of the goals and objectives of one or more systems. In this case, complex and complex goals are divided in accordance with 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 available resources, as well as set the priority of goals.

The “goal tree” must satisfy two main requirements: completeness and consistency.

The description of each goal should sufficiently fully disclose its content and be unambiguous, i.e. do not allow different interpretations. Each goal should reveal the content of only one goal more than high level. There should be no cycles on the “tree of goals,” the presence of which means that the goals in the cycle are inconsistent.

1. The “tree of goals” is built from top to bottom, with the main goal formulated, even in the most general terms.
2. Goals of the same level should not be included in each other, but can only partially overlap. Splitting intersecting goals at lower levels, as a rule, leads to the identification of almost identical smaller goals in their branches.
3. Goals of the same level should be fairly homogeneous in their significance, i.e. play almost equal roles in achieving the goals of higher levels.
4. Top-level goals, broken down into smaller ones at 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 division of the general goal is determined by the required accuracy of problem solving. However, it is possible to fragment management goals only as long as they remain within the framework of social and economic categories.
6. The “tree of goals” along all its branches must be brought to the level that is considered the lowest in its branch. Enterprise goals typically have four levels of breakdown.

The “tree of goals” is mainly intended to connect goals with the means of achieving them (the lowest level actually reveals a set of means to achieve the general goal) and to identify the relationships that exist between subgoals 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 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.

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

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

1. Social sources of emergence and fixation of the goals of public administration. It is necessary to study the objective conditions that develop around and within society, a real determination of the capabilities and strength of the subjective factor, specific knowledge of the needs and interests of controlled objects in control actions, a reliable assessment of the potential of public administration and the implementation of other actions that can lead in the 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 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 public administration goals, built on the principle of priority of the needs and interests of the development of society.

According to the source of origin, content and logical sequence, the main types of public administration goals form the following structure [see. 1]:

socio-political, covering comprehensive, holistic, balanced and high-quality development of society;

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

spiritual, connected in one aspect with the perception of spiritual (cultural) values that guide society, and in another - with the introduction of the spiritual potential of society into 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-mentioned goals and contribute to their implementation;

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

activity-praxeological, involving the distribution and regulation of activities among specific structures, official and workplaces;

informational, leading to providing the intended goals with 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 arbitrary and is a subject of logical reflection, but it creates a well-known reference point, a “scale of reference” in this matter and allows one to evaluate management practice from the point of view of what it gives to society and what goals it achieves in it.

4. Construction of a “tree of goals” for 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 ones, fixing large blocks of actions to achieve the first, and operational ones - into tactical ones, 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 ensuring.

Constructing a “tree of goals” of public administration on the basis 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, 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 government bodies and managed objects). For public administration, both social foresight is important - goal setting in the most general form, waiting for the occurrence of certain events or phenomena with expected results, and social forecasting - identifying development options and choosing 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, and their interdependencies, strategy is a complex phenomenon that determines the role of management in social life.

Of particular importance in society is the strategic level of government, connecting the national destiny of the country with the destiny 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 (changeable, probabilistic) conditions and factors;
- coverage of a significant historical period of action - 5, 10, 15 years or more;
- involvement in the analysis and assessment of many and varied transformable (subject to change) phenomena, relationships and processes;
- systematic 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 resources used, including the creation of new resources;
- formation of systematicity (logical consistency and consistency) of management decisions and actions;
- establishing strict control (monitoring) of the movement towards achieving the set goals;
- ensuring open, adaptive planning management activities facilitating the implementation of the strategy.

In public administration, a strategy expressing 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 - targeted, resource and management directions for the qualitative transformation of any spheres or areas of society, agreed upon and approved for implementation as mandatory;
- state concepts - fundamental views, positions, values of government bodies or their leaders on current problems social development;
- state plans- directions and methods of specific decisions and actions to achieve the intended objective results;
- legislative and other normative and legal acts that fix through legal norms the ideals, values and goals of behavior desired by society, the activities of people, their groups and communities;
- a set of management decisions and actions that characterize the directions and logic of implementing the competence of specific government bodies or their subsystems.

The general (comprehensive) strategy in public administration is distributed at 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 government bodies along the path of movement towards a new quality of solving the problem, the state of the subjects and objects of management.

The validity and effectiveness of the goals of public administration and their “tree” are determined by their connection with the relevant resources and the availability of them. Natural and human resources are of particular importance here. An important role is played by the resource of law.

As goal-setting resources 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 coherence of goals, means and results of their implementation, because only it creates a circulation 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 must be based on 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 must “come” from the needs, requests and interests of people, answer them and thereby evoke understanding, support, and the desire to bring them to life);
- security in terms of resources, both intellectual and material;
- systemic organization (i.e. inclusion in a certain sequence of strategic, operational and tactical goals, general and specific, 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 that are subject to the control influence of the state (its bodies). The functions of public administration are closely related to the social functions of the state and reflect the ways in which the latter are implemented. The functions of public administration and the management functions of state bodies (external and internal, general and specific) in combination and interaction with each other form a complex, multi-level functional structure of public administration [1]. This structure ensures both the managerial relationship between the state - the subject of management and the social system, and its internal safety and dynamism as a management system.

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

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COURSE WORK
Tree of goals using the example of the Federal State Treasury Institution
Introduction
If we analyze the organizational and management problems of the fire department, it is easy to notice that until recently these problems in the fire department were solved mainly from the standpoint of accumulated experience and intuition. Now, solving them requires deeply thought-out, scientifically developed methods.
Currently, the fire safety system is a complex socio-economic system in which all major state and public institutions, as well as the population, participate to one degree or another. Ensuring fire safety has become one of the most important functions of the state.
In modern conditions of development of our country, “Management Theory” acquires special importance, as it makes it possible to scientifically substantiate research, analysis, design, construction and ensuring highly efficient functioning of state, economic, public and other organizations.
Goal and tasks course work. The main goal of the work is to study the features of creating a “tree of goals” in the Federal State Institution “17 OFPS for Moscow Region”.

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

Outline the theoretical foundations and determine the role of goals in managing an organization;

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

Explore the features of constructing a tree of organizational goals;

Study the organizational structure in the Federal State Institution “17 Federal PS for Moscow Region” and analyze its external and internal environment;

1 . Theoretical aspects of constructing a tree of organizational goals

1.1 Concept, functions, types and role of goals in management

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

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

Functions of the organization's goals. Collaborative activities create goals for people different levels and content. In an organized environment, these goals can perform the following functions:

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

2. Distribution functions. To achieve the goals of the organization, it is necessary to allocate resources to departments in an optimal way. The presence of goals at different levels (organizational goals, divisional goals, goals of organizational members) poses the problem of combining them during production activities, which forces managers to allocate resources within the organization.

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

4. Functions of motivation. Goals can motivate members of an organization if the latter recognize them as realistically achievable, future-oriented and related to their own needs.

5. Conversion functions. The desire to realize the goals of the organization inevitably leads to an understanding of the need for transformations in various aspects of organizational activity.

6. Cathectic, or emotional, functions. Goals can create various emotional states among members of an organization: emotional uplift or, conversely, feelings of confusion and uncertainty. These secondary functions of goals must be taken into account when making management decisions, since they have a significant impact on the motivation of organizational members.

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 varied in type and content. For example, the goals of ordinary performers, top-level managers and financial managers 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 just a formal announcement of intentions that are not implemented in practice.

1. Goals-tasks - instructions formalized 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 participants realized through the organization. These include the general 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, motivation to achieve goals and objectives is lost and the organization’s work may become ineffective. Striving to achieve their own (often selfish) goals-orientations, members of the organization brush aside the goals-tasks or fulfill them only formally.

3. The goals of the system are determined by 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 organization’s desire to survive in the existing external environment, to integrate it among others. The goals of the system must fit organically into the task goals and orientation goals. In cases of organizational pathology, system goals may overshadow other goals. At the same time, the desire to preserve the organization at any cost comes to the fore, regardless of the need to fulfill its goals-tasks or satisfy the collective and individual goals-orientations of the organization's members. This phenomenon is often observed in extreme negative manifestations of bureaucracy, when an organization, having lost its real goals, exists only to survive and maintain its independence.

The above division of goals is basic. It allows you to understand the meaning of the organization's goals and shows their diversity. However, in an organization there are a large number of different strategic, tactical, intermediate and secondary goals.

1.2 Classification of organizational goals

Classification by direction. In this case, goals are divided according to the nature of the actions that are intended to be taken to achieve them.

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

2. Improvement goals. Any goal that involves an active action can be considered an improvement goal. Such goals include increasing labor productivity. Typically, such goals are well understood by employees, but their implementation cannot always be ensured with appropriate resources (this is especially true for obviously inflated goals). If improvement goals are unattainable (especially if they have been widely publicized in the organization’s divisions), negative consequences are possible, which are expressed, in particular, in the loss of authority of managers, decreased motivation of organization members, etc.

3. Development goals are similar to improvement goals, but refer to distinctive 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 focus are, first of all, that they are easily perceived and understood by members of the organization at various management levels. Moreover, these goals are most often declared management personnel for ordinary performers. The goals expressed in these forms serve mainly to orient the thinking and activities of members of the organization.

Classification according to criteria provides for the division of goals in relation to the main indicators of the organization’s successful performance. The higher the organization's demands regarding the indicators of its activities, the wider the areas of its activities, the more diverse the division of goals according to criteria.

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

Classification by time period:

1. Current (or short-term) goals usually refer to those tasks that should be accomplished within one year. These goals are well perceived by members of the organization if they are realistically achievable and supported by appropriate motivation. Typically, current goals provide guidance for product organizations.

2. Medium-term goals cover a period of one to three years. 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 attracting them. In organizations that are weakly focused on medium-term goals, due to unsatisfactory planning and accounting of resources, correction of medium-term goals is very often allowed, which ultimately leads to a loss of organizational momentum, the solution of unpromising short-term tasks, loss of motivation among members of the organization, and ultimately to layoffs. the organization's ability to survive in the external environment.

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

First, goals must be achievable. Of course, the goals must include some challenge for the organization's employees. They shouldn't be too easy to achieve. But they also should not be unrealistic, beyond the maximum permissible capabilities of the performers. A goal that is unrealistic 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 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 in some other objective way assess whether the goal has been achieved. If goals are immeasurable, then they give rise to misunderstandings, complicate the process of assessing performance results and cause conflicts;

Fourthly, the goals must be specific, having the necessary specificity, which helps to unambiguously determine in which direction the organization should function. The goal should clearly state 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 a 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 organization’s employees will easily understand it, and, therefore, know what awaits them ahead;

Fifthly, the goals must be acceptable to the main subjects 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 Concept and technology for constructing a “goal tree”

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

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, taking into account dangers and opportunities. Vision of the future - certainty about what the business should be, i.e. the idea of what the company should become and what it intends to achieve in the future is an ideal to which we must strive.

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

In accordance with the goals of the general direction of development of the enterprise, a system of goals is formed for each division. The number and variety of management goals is so great that without comprehensive, systematic approach no organization can avoid determining their composition. The model for organizing the goals of different levels of management into a single complex system is called the “tree of goals.”

The procedure for constructing a goal tree includes several sequential 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 describes not a way to achieve a goal, but a specific end result expressed by some indicator.

Subgoals of one decomposition level are independent (parallel) of each other.

The hierarchy of goals is directly related to the structure of the enterprise and its features. The more complex the organizational structure of an enterprise, and the more various types activity, the more levels of decomposition and the more complex the tree of goals. 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, production, social, marketing, finance. The construction of the tree proceeds from top to bottom, from general goals to specific ones, through their decomposition and reduction.

2 . Characteristics of FGKU "25 OFPS for Moscow Region"

Subdivisions of the Federal State Institution “25th Detachment of the Federal Fire Service” of the Main Directorate of the Ministry of Emergency Situations for the Moscow Region are located on the territory of the Pushkinsky municipal district of the Moscow Region and on the territory of the Ivanteevka urban district.

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

Average population density living in the district: 257.7 people per square meter. km.

The area of the territory of the Pushkinsky municipal district of the Moscow region is: 634 square meters. 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 OFFS for the Moscow Region” includes 2 fire departments: PCh-40, PCh-76. Also in 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 objects)), the state fire service of the Moscow region (Pushkinskoe TUSiS GU MO "Mosoblpozhspas"), departmental fire department(fire brigades of enterprises and military units).

General staffing level FGKU "25 OFPS for Moscow Region" has 104 employees and 25 employees.

FGKU “25 OFPS for the Moscow Region” is an independent structural unit and reports directly 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 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 divisions of the Federal State Institution "25 OFPS for the Moscow Region" the mission is similar, but has a narrower scope, consisting of the boundaries of the Pushkinsky municipal district and the Ivanteevka urban district.

Briefly, the mission of the FGKU “25 OFPS for the Moscow Region” can be formulated as “Prevention, rescue, assistance.”

The organization's philosophy is based on flawless execution job responsibilities personnel, to serve in the name of ensuring the safety of life of an ordinary citizen of Russia, each specific person in need of help, for the sake of his peace and stability.

3 .2 Purposepurpose of the organization

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

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

The main, global goal, which represents the main purpose of the organization, is to ensure the combat readiness of fire service units to successfully rescue people, extinguish fires and carry out priority rescue operations in the Pushkin municipal district.

Organizational targets. The fundamental guidelines of this organization are the areas of activity provided for by the Charter of the Federal State Institution “25 OFPS for the Moscow Region” to ensure the security of the population, industrial facilities, households, etc. on the territory of the region, ensuring the safe work of employees, maintaining the combat readiness of fire departments.

Current goals:

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

Checking the condition of fire-fighting 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 situations:

Firefighter combat training; - service training of middle and senior management personnel; - maintaining fire equipment and fire protection equipment in good condition;

Relationship between activities and the structure of the organization. Hierarchy in the organization.

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

3 . 3 HierarchyFGKU« 25 OFPS for Moscow Region»

Division structure

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3 .4 Internal environment of the organization

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3 . 5 External environment organizations

3 .6 Type of organizationand 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 Moscow Region" is a state institution, the property is in federal ownership, and is a state organization by type non-profit organization, according to the type of organizational structure - linear-functional structure (stepped hierarchical).

3 . 7 Life cycle of an organization

The origin of the organization occurred in the early 30s of the last century, with the simultaneous growth of industry and the appearance of the city of Pushkino on the map of the Moscow region in 1934. In 1934, the Fire Department for the Moscow Region was created, and separate fire departments and fire posts were organized in the territory of the present (then Sergiev Posad district). The organization became widespread 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, with the inclusion of units of the Ivanteevka urban district detachment 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 Ministry of Emergency Situations of Russia and is currently at this stage.

However, in connection with the ongoing reform of local self-government, organizational and staffing reform of the fire department and rescuers, empowering fire departments with the powers to carry out emergency 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 existing form, is entering the initial stage of decrepitude.

3 . 8 Principledivision of labor in the organization

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

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In order for the organization to function successfully, a department was created to manage various types of work, that is, a vertical division of labor was carried out. For this purpose, managers at various levels have been appointed, and the range of their duties and responsibilities has been defined. The vertical division of labor is associated with the hierarchical structure of the organization and looks like this:

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

Horizontal division of labor is the division of labor between individual structural divisions, which is implemented within the same powers. Thus, work is carried out simultaneously in various areas (selection and training, financial support, combat and service training, Maintenance PTV and equipment) in the subordinate fire departments of the Federal State Institution "25 OFPS for the Moscow Region".

Since FGKU “25 OFPS for Moscow region” is a medium-sized and complex organization, a territorial division of labor has been carried out - according to the locations of fire departments in the cities of the Moscow region (Pushkino, Ivanteevka).

3 .9 Basic documents defining activitiesFGKU« 25 OFPS for Moscow Region»

The main documents defining the activities of the Federal State Institution “25 OFPS for the Moscow Region” are:

Federal Law “On Fire Safety”;

Charter of the FGKU “25 OFPS for Moscow Region”;

Labor Code of the Russian Federation;

Regulations on service in internal affairs bodies;

Service charter and combat regulations of the fire department;

Job responsibilities officials FGKU "25 OFPS for Moscow Region";

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

Regulatory legal acts of the Russian Federation.

INconclusions

Having analyzed the FGKU “25 OFPS for the Moscow Region”, we can conclude that this organization is a stable structure with a clearly structured management policy and a reliable operating system. The mission of the organization is defined and reflects the main direction of activity. Goals and objectives are clearly set. The structure of the organization, division of labor and methods of implementing the assigned tasks allow us to come to a clear opinion about effective management given structure, understand that this structure is at the stage of mature development of the life cycle.

federal government department

Bibliography

1. V.A. Abramov, V.F. Sour cream. Methodological problems of firefighting. M. Academy of the State Fire Service of the Ministry of Emergency Situations of the Russian Federation. 2006

2. S.V. Rogozhin, T.V. Rogozhina. 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 the FGKU “25 OFPS for Moscow Region”.

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