CIO Management: How To Conduct Target Management

　　 Target management Around enterprise The goal, the implementation of the goal and a series of management activities are the management of all activities in the four stages of the plan, implementation, inspection and treatment of the enterprise's goals, which are based on the theory of motivation and system engineering, fully mobilizing and relying on the enthusiasm and creativity of all the staff.

In the process of target management, we usually follow four procedures: 1, determine the goal, that is, the direction of development or the expected effect to be achieved according to the actual needs of enterprise development and the vision to be achieved in the future; 2, the implementation plan, that is, some steps, plans and action plans for the enterprise to accomplish its goal in order to achieve its goals; 3, process check, that is, self supervision, inspection, examination and so on in the process of achieving the goal and executing the plan; 4, self regulation, that is, in the execution plan and process check, the enterprise carries out scientific and reasonable changes in the target according to the actual development needs. When carrying out the goal determination, we must pay attention to defining the characteristics of the target: 1, timeliness; 2, highlight the key points and make it concise; 3, we should formulate a scientific, objective and targeted countermeasures based on in-depth analysis of the current situation and existing problems of the target, and scientifically quantify the relevant measures so as to make them operable. 4, the lower level targets should provide comprehensive support to the higher level targets, and take timely measures to adjust the targets according to the results of the process check.

Enterprise goals can be divided into two types: controllable and influential, and controllable targets are functional departments or enterprises. Workers The goal that can be directly achieved through practical work can be affected by the fact that a functional department or an enterprise worker can only influence part of the goal through actual work, but not all of them. Such goals usually need to start from the responsibilities of the functional departments or the employees of the enterprises, and then separate and control the controllable and influential objectives again and again, and adopt different decomposition methods to decompose them again.

First, to decompose the general goal: the core of resolving the general objectives of enterprises is to find out the key factors and find the key supporting factors for strategic objectives. Generally, the top-down system approach is adopted, starting with the final purpose, determining the ways to achieve the goals and the things that need to be done specifically, so as to ensure the realization of the goals, and to find out or determine the biggest drawbacks of the enterprises themselves and the ways and means to overcome them. Finding support elements should be comprehensive, objective, authentic and scientific, and find out as many visible and hidden factors as possible and their relevance. After establishing the essential factors to support the business objectives, we should sort them according to the importance of their elements and divide them into sub goals. Through the decomposition of objectives, not only the functional departments have clear objectives, but also support the functional objectives of all functional departments, and can also be decomposed from the overall objectives of enterprises.

Two, the target to the Department: the decomposition of the controllable objectives of the Department should start from the key functional elements of the Department, and decompose the enterprise's objectives into all relevant functional departments. The target of decomposing is the key function of the corresponding department. The Department can directly control it, and it is the key performance (KPI) target of the Department. In the decomposition, the weight proportion of the target assignment should be determined according to the emphasis of each department. When a good target is broken down into a functional department, the horizontal linkage between departmental objectives should be achieved, that is to say, achieve the relevant linkage between departments, achieve the same goal and achieve mutual support and cooperation, so as to focus on the overall goal of the enterprise.

Three, the goal is to decompose the controllable objectives of the staff and workers: the department heads should bear the total responsibility for the Department's performance, and the main or key objectives directly controlled by the Department shall be borne by the supervisor. The process of goal decomposition is the process of enterprise pressure transmission, and the supervisor finds the target docking point. The supervisor should check the responsibilities of each subordinate, identify the staff concerned with the target, and share the target weight, so that the goal decomposition can be achieved through and without dislocation. At the same time, the goal of the staff is to extend and further refine the objectives of the higher level. When the target is decomposed, these detailed measures and plans should be worked out so that the goals of the subordinates can more effectively support the realization of the superiors' goals. In addition, the goal decomposition must grasp the scope that the personnel can control. When the workers and staff members want to achieve their goals, they should do lateral cooperation, cooperate and cooperate with each other. But in addition to assuming the goals of the Department, the department heads also undertake responsibilities such as management, guidance, training and assessment. {page_break}

Successful goal decomposition requires support under the following conditions:

First, scientific strategy: let every employee understand the direction of development and vision of the enterprise, understand the true meaning of the enterprise strategy and the possibility and scientificity of its realization, and understand the way of behavior that the enterprise expects or asks for the employees. To enable employees to have a clear idea of the realization of strategic goals. In carrying out their objectives and tasks, they can maintain consistency with the strategic objectives of enterprises, and can also actively adjust and check their behavior, work and other norms in achieving their goals.

Condition two, cultural communication: the formulation and implementation of goals require a great deal of communication to achieve information sharing. The establishment and decomposition of enterprise goals and the horizontal coordination among departments require enterprises to hold meetings of management decision making to determine or clarify, through the elaboration of strategic objectives, and by the participation of the heads of functional departments, managers at all levels will be more cognitively and clearer about the strategic objectives of enterprises. At the same time, we can listen to the opinions, suggestions, concerns or requirements of the functional departments for a part of the overall goals or objectives at the meeting, timely revise the goals of enterprises or departments, and resolve their concerns or feedback in a timely manner. The decomposition of departments' internal goals should be communicated within departments, listening to each other's views, and finally confirming the goal decomposition.

Condition three, enterprise training: enterprises through training, let employees realize that the enterprise strategic target system is a huge system, its realization is a certain possibility, objectivity and scientificity. In achieving strategic objectives, enterprises should consider the whole process, not only with results, but also with key processes. At the same time, employees (especially managers) should grasp the specific methods and steps of goal decomposition, so as to ensure the effectiveness and scientificity of the goal decomposition.

Condition four, management authorization: that is, to implement hierarchical management, divide responsibilities and decentralization, accomplish the goal responsibility, strengthen dynamic management, and perfect the incentive mechanism and use it appropriately.

Goal management should achieve two core purposes, namely control and motivation. To achieve the above two purposes, we must do: 1, track whether the implementation of objectives is combined with the effectiveness of enterprises; 2, track whether a monthly or weekly plan task system is followed; 3, track whether the directors at all levels are scientific, objective and fair in evaluation, inspection, diagnosis and adjustment, and how the results are; 4, track whether the dynamic management of target implementation has been established.