scholarly journals Research of the interrelations between actors and strategic goals in decision making

2009 ◽  
pp. 71-75
Author(s):  
Sándor Somogyi ◽  
Nebojša Novković ◽  
Čulibrk Zoran
Keyword(s):  
Decision Making ◽  
Structural Analysis ◽  
Strategic Planning ◽  
Goal Setting ◽  
Output Data ◽  
Professional Literature ◽  
Strategic Goals ◽  
Computer Based ◽  
Strategic Goal

management, although there are many chiseled methodologies plenty of professional literature. The problem is more complex in strategic planning of regional communities – societies – of different range. These societies are very diverse, and accordingly the strategic goal setting can, and has to be very different than the strategic goal setting of enterprises.The group of methods for morphologic and structural analysis and the computer based MACTOR program could be used.The output data are presented in a large number of matrixes, vectors, graphs and histogram’s, which describe very fair the possible scenarios for preparation and decision making aboutstrategic plans.

The Engro Zarkhez Challenge 2011

2013 ◽  
Vol 10 (1) ◽  
pp. 15-34
Author(s):  
Sara Alvi ◽  
Arif N. Butt ◽  
Anwar Khurshid ◽  
M. Athar Siddiqui
Keyword(s):  
Decision Making ◽  
Goal Setting ◽  
Structural Changes ◽  
Organizational Decision Making ◽  
Work Related ◽  
Marketing Managers ◽  
Strategic Goals ◽  
Marketing Team ◽  
Working Out

The case aims at highlighting the intra organizational negotiation challenges faced by Engro Marketing team for attaining sales targets. The problem is of goal incongruence and lack of communication regarding sales targets in the organization. Additionally, the structural changes which had added a new layer of management of Area Marketing Managers (AMMs) in Engro led to role ambiguities between the Area Marketing Managers (AMM) and the Zonal Marketing Managers (ZMM). The main challenges that Engro faces are: a) There was an urgent need for differing viewpoints on sales targets to converge to a joint goal setting pattern b) Up-gradation of skills was needed by AMM and ZMM with respect to increased listening and communication, facing and appreciating work-related conflict, working out interpersonal frictions and not using compromise as a basis for organizational decision-making, and c) A commitment to the strategic goals of the company needed to be gained by establishing clear responsibilities for implementing them.

Goal-Setting Model in Multilevel State Strategic Management of Socio-Economic Development

2021 ◽  
pp. 52-76
Author(s):  
Olga M. Pisareva
Keyword(s):  
Economic Development ◽  
Theoretical Model ◽  
Strategic Planning ◽  
Goal Setting ◽  
Development Planning ◽  
Public Authorities ◽  
Socio Economic Development ◽  
The Russian Federation ◽  
Multi Level ◽  
Strategic Goal

In the context of the deployment of transient processes and the exacerbation of crisis phenomena in socio-economic systems of various types, the importance of a reasonable setting and correction of development goals increases. For the current situation in the Russian Federation, when the implemented program of constitutional amendments creates the preconditions for the subsequent reform of public authorities and the mechanism of multi-level strategic planning, it is especially important to conduct research in the field of substantiating scientific approaches to the development of mathematical methods for solving the problem of strategic goal-setting. One of the key points in the modernization of the methodological support of strategic planning in the context of the constitutional transformation of the system of public authorities is consideration of the value foundations of activities in the systems of distributed management of socio-economic development, analysis of the problems of formalizing the setting of goals by the participants in the multi-level strategic planning process and substantiation of the structure of the theoretical model of goal-setting. The article considers the general characteristics of the functioning of the system of state strategic planning in the Russian Federation from the point of view of goal achievement. The institutional and conceptual foundations of goal setting are presented. The relationship between the concepts of “goal”, “target indicator” and “target function” are shown. The interrelation of the tasks of goal-setting and programming of the activity of an economic agent is characterized. An approach to formalizing goal-setting based on a theoretical scheme of mutual development planning tasks is proposed. The general structure of the strategic goal-setting model in the organizational mechanism of multi-level long-term planning determined. A possible approach to the algorithmization of the solution of the linear formulation of the goal-setting problem in the multisubject development control space based on the methods of target programming and multicriteria optimization was proposed. The formation of an operator of iterative management of the potentials and development priorities of interacting economic and social agents on the horizon of strategizing substantiated. To introduce a theoretical model of goal-setting into the practice of strategizing in the context of the formation of a digital platform of public administration, it is necessary to develop appropriate algorithmic support, as well as the formation of a regulatory and information base and the definition of an organizational and technological basis. Further improvement of the analytical and methodological tools for supporting the activities of strategic planning participants at the goal-setting stage is associated with the description and analysis of the corresponding applied tasks of goal setting at various levels and areas of socio-economic development planning.

scholarly journals METHODOLOGICAL BASIS OF ENSURING STRATEGIC MANAGEMENT OF THE REGION'S COMPETITIVE DEVELOPMENT BASED ON PURPOSE

2021 ◽  
Vol 71 (2) ◽  
Author(s):  
Svetlana Nesterenko
Keyword(s):  
Economic Development ◽  
Strategic Management ◽  
Goal Setting ◽  
Social Economic ◽  
Strategic Actions ◽  
Strategic Processes ◽  
Strategic Goals ◽  
Multi Level ◽  
Different Levels ◽  
Strategic Goal

The analysis of the functions and results of strategic management of the development of the region was carried out, which showed that goal-setting becomes its most important function, and the main result is a system of goals and strategies for regional development. Strategic processes in the region require the presence of strategic goals, the creation of a mechanism for their transformation into strategies and strategic actions that provide access to capital of different levels and the competitiveness of the region as a unification of the goals of stakeholders. The analysis of the region as a state-territorial entity, as a system, as an organization, as a subject of strategic management, was carried out, which made it possible to develop a system of relevant concepts of the region and use a comprehensive methodology for studying the strategic goal-setting of the development of the region on a system-dialectical basis. As a result of using this methodology to analyze the region as a subject of development, the nature, factors of the formation of economic subjectivity and the products of its activity are determined. The main products of the region's activities are: the competitiveness of the region and its subsystems: social, economic, managerial, environmental, infrastructural, institutional, security; competitive public goods; competitive resources and potentials of the region. Thus, the concept of a region as a subject of economic development is based on the integration of the properties of a region as a state-territorial entity, system, organization, subject of strategic goal-setting. The region as a subject of economic development is a territorial-organizational economic system that has multi-level governing bodies and a system of goals, providing a functional dominant of the progress of population reproduction, entrepreneurship and potential in the interests of present and future generations within a single state, taking into account a dynamic external environment. Thus, the authorities should integrate the generalized goals of the region as a whole, organize the purposefulness of the population and other subjects of the region and form "their" goals within the framework of state federal goals of a higher level.

scholarly journals Formalization and elaboration of a company’s business strategy

2018 ◽  
Vol 16 (3) ◽  
pp. 80-91 ◽  
Author(s):  
Karina V. Balashova ◽  
Aleksandr M. Batkovskiy ◽  
Pavel A. Kalachikhin ◽  
Elena G. Semenova ◽  
Yury F. Telnov ◽  
...  
Keyword(s):  
Decision Making ◽  
Business Strategy ◽  
Point Of View ◽  
Business Strategies ◽  
Theoretical Interpretation ◽  
Strategic Objectives ◽  
Strategic Goals ◽  
Relationship Of ◽  
Selection Of ◽  
Strategic Goal

The article deals with issues of formalization and elaboration of business strategies. The authors have formulated a hypothesis that there is no universal strategy ensuring maxi¬mum benefit to an enterprise. The choice of a company’s strategy is considered from the point of view of a game-theoretical interpretation as a competition component. The process of engineering a company’s business strategy is presented in the form of a technological network. The study shows the possibility of automating the selection of a strategy by decision-making support systems. The article outlines the problem of classifying enterprise strategies by general features. The structure of a company’s strategy is formalized as a relationship of a set of strategic objectives in the S.M.A.R.T. technique and a set of means to achieve the goals limited by a company’s capabilities. The authors examine the indicator structure for achieving strategic goals. A definition is given to the type and form of a strategy based on the pattern concept. The article defines a methodology for assessing the probability of achieving the strategic goal. A new concept of a fluid strategy has been introduced along with several other variations of business strategies that might be encountered.

The Methodology for the Evaluation of Youth Economic Potential: Revealing the Resources for Regional Development

2020 ◽  
Vol 11 (1) ◽  
pp. 246
Author(s):  
Olga CHERNOVA ◽  
Ludmila MATVEEVA ◽  
Elena MIKHALKINA
Keyword(s):  
Young People ◽  
Regional Development ◽  
Goal Setting ◽  
Economic Activity ◽  
Economic Potential ◽  
Youth Policy ◽  
Strategic Development ◽  
Strategic Goals ◽  
Methodological Approaches ◽  
Strategic Goal

Among the goals of strategic development in Russia and its regions the main one to be mentioned refers to the task of reaching the trajectory of breakthrough economic growth on an innovative basis. Following this discussion, the goal of the paper is to formulate theoretical and methodological approaches, concepts and tools for assessing the condition and goal-oriented basis of the economic potential of young people as a strategic resource for the regional development. The research provides a conceptual and terminological representation of the multicomponent category ‘the economic potential of the youth of the region’. It also describes a conceptual model of its structural and functional composition and develops and verifies the methods of element-by-element assessment of their potential in the context of achieving tactical and strategic goals of regional development. Finally, the paper proposes the options or creating a roadmap in order to increase the economic activity of young people and a strategic map for the implementation of youth policy in the region from the standpoint of strategic goal-setting.

scholarly journals INVOLVEMENT OF EMPLOYEES IN OPERATIONAL PLANNING OF MANUFACTURING ENTERPRISES: LATVIA EXPERIENCE

2021 ◽  
Vol 16 (2) ◽  
pp. 87-101
Author(s):  
Diāna Līduma ◽  
Inese Lūsēna-Ezera
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Goal Setting ◽  
Employee Involvement ◽  
Operational Planning ◽  
Decision Making Process ◽  
Common Goal ◽  
Manufacturing Enterprise ◽  
Strategic Issues ◽  
Manufacturing Enterprises

The main feature of teamwork is a common goal, and the involvement of employees is essential to its achievement. In a wider scope, it is understood not only by the involvement of employees in decision-making but also as the involvement of employees in operational planning and strategic issues. Research aim is to find out whether the involvement of employees in decision-making, goal setting and planning is inherent in manufacturing enterprises. According to a survey of 268 different level employees of 25 manufacturing enterprises in Latvia, it was found out that involvement of all employees in the decision-making process is not perceived by the enterprises` performance and strategic planning, and the involvement of employees in decision-making and goal setting can only be seen within the department. Keywords: decision-making, employee involvement, goal setting, operational planning, manufacturing enterprise, teamwork

scholarly journals Improving the Tools for Strategic Economic Planning at the Regional Level: Main Directions of the Search for New Solutions

2020 ◽  
Vol 8 (4) ◽  
pp. 1480-1485
Keyword(s):  
Strategic Planning ◽  
Goal Setting ◽  
Russian Federation ◽  
Information Technologies ◽  
Economic Planning ◽  
Regional Level ◽  
The Russian Federation ◽  
Strategic Goal ◽  
Planning Institutions

The article deals with the issues of improving the system of strategic planning of the economy in the regions (Russian Federation entities) in the context of contemporary national problems and world challenges. The authors summarize regional practice of socio-economic planning and assess the hierarchy and composition of existing strategic planning documents in the regions of the Russian Federation, as well as propose new types of prearranged documents as the most important planning institutions. The authors consider also the feasibility of forming regional and interregional coordination structures that perform the strategic planning functions, as well as note the importance and prospects of using information technologies in regional strategic goal setting, forecasting, and programming.

scholarly journals Improving the Strategic Planning System for the Development of the Oil and Gas Complex in Russia

2020 ◽  
pp. 85-99 ◽  
Author(s):  
Bulat R. Khabriev ◽  
Nafisa V. Bakhtizina
Keyword(s):  
Strategic Planning ◽  
Goal Setting ◽  
Oil And Gas ◽  
Management Practice ◽  
Current System ◽  
Time Lag ◽  
Oil Industry ◽  
Planning System ◽  
Oil And Gas Sector ◽  
Strategic Goal

The work is devoted to the improvement of the existing system of strategic management of the Russian oil and gas complex using the program-target method, which is one of the most effective tools of world management practice. The directions for improving the management system of the oil and gas complex of Russia were determined on the basis of the analysis and identified shortcomings of the existing hierarchy of documents of the strategic planning of the development of the oil and gas complex. It was found that the current system of strategic planning of the oil and gas sector is characterized by a large number of documents of various levels, often outdated, adopted with a significant time lag, which are not coordinated with each other in time, goals, objectives, indicators, activities and resources. Documents of the industry level are developed only within the framework of goal-setting, in the absence of the specification of these documents in the forecasts, programs and plans, consistent with budget projections. The system of target indicators used in industry documents does not fully describe the tasks that have been set, which makes it difficult to monitor the development of the oil and gas complex. The article proposes an approach to strategic planning and monitoring of the development of the oil and gas complex using a programtarget method that will allow solving the problems outlined above. The levels and stages of the strategic planning of the development of the oil and gas complex are considered, for each of which an optimized list of strategic planning documents is given. In relation to the oil industry of Russia, a strategic goal, tactical tasks and a set of target indicators characterizing the degree of solving the corresponding tasks have been proposed. In addition, the requirements for sectoral forecasts, programs and plans were considered, and a procedure was proposed for monitoring the implementation of strategic planning documents for the development of the oil and gas complex.

scholarly journals Forecasting and Strategic Goal-Setting Mechanisms of Social-Economic Development of the Russian Federation

2020 ◽  
Vol 14 (1) ◽  
pp. 88-100
Author(s):  
I. S. Bobryshev ◽  
A. V. Vedernikova ◽  
V. V. Voronin ◽  
N. V. Erina ◽  
D. A. Tyupyshev
Keyword(s):  
Economic Development ◽  
Strategic Planning ◽  
Goal Setting ◽  
Russian Federation ◽  
Management System ◽  
Social Economic ◽  
State Management ◽  
The Russian Federation ◽  
Social Economic Development ◽  
Strategic Goal

In this article, the authors carried out the analysis of principle implementation and application efficiency of strategic forecasting and strategic goal-setting mechanisms in the field of social-economic development. According to the authority distribution in the state management system, we propose to optimize the set of basic documents of strategic planning. Taking into account the criteria of necessity and sufficiency, as well as the existing mechanisms of state management, the scope of regulation, purpose and functional tasks of strategic planning documents at the federal and sectoral levels are specified.

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