Strateegiliste ja operatiivsete eesmärkide seosed kaubandusettevõtte projektimüügi üksuses
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Ajakirja pealkiri
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Abstrakt
Magistritöö keskendub strateegiliste ja operatiivsete eesmärkide seostamisele Eesti ehitussektori kaubandusettevõtte projektimüügi üksuses. Uurimuse eesmärk on mõista, kuidas on
seotud strateegilised ja operatiivsed eesmärgid. Töö teoreetiline raamistik tugineb tulemusjuhtimise (PMS), juhtimiskontrolli (MCS) süsteemidele ja eesmärkide seadmistööriistadele (OKR), keskendudes eelkõige Ferreira ja Otley (2009) 12- küsimusel põhineval lähenemisele ning Malmi ja Browni (2008) kontrollpakettide kontseptsioonile.
Empiirilises osas analüüsiti projektimüügi eesmärgistamist kvalitatiivse sisuanalüüsi abil. Uuringu aluseks olid kuue juhtrühma liikme ja ühe kliendihalduri intervjuud ning organisatsiooni strateegiadokumendid, rollikaardid ja OKR-d.
Analüüs näitas, et kuigi ettevõttes eksisteerisid mitmed eesmärgistamise tööriistad (OKR-d, rollikaardid, 1-1 vestlused, koosolekud) ei selgunud nende vahelist tugevat sidusust. Rollikaartides
domineerisid operatiivsed mõõdikud, mille seos strateegiaga jäi nõrgaks ning OKR olid üldsõnalised
ja eesmärk raskesti mõõdetav.
Uurimuse tulemustest järeldatakse, et strateegilised ja operatiivse eesmärkide seotus vajab tugevdamist. Süsteemi erinevad komponendid eksisteerivad küll vormiliselt, kuid ei toimi veel sidusa tervikuna. Töö lõpuks tehakse ettepanekuid strateegilise sidususe tugevdamiseks: siduda rollikaardid paremini strateegiaga, muuta OKR-d objektiiv mõõdetavaks ning toetada juhte eesmärgistamise sisulisel rakendamisel.
The master’s thesis focuses on aligning strategic and operational objectives in the project sales unit of a commercial company operating in the Estonian construction sector. The aim of the study is to understand how strategic and operational goals are connected. The theoretical framework is based on performance management systems (PMS), management control systems (MCS), and goal setting tools (OKR), with particular emphasis on the 12-question framework by Ferreira and Otley (2009) and the control package concept by Malmi and Brown (2008). The empirical part analyzes goal setting in project sales using qualitative content analysis. The study is based on interviews with six management team members and on client managers, as well as the organization’s strategic documents, role cards and OKRs. The analysis revealed although various goal-setting tools (OKRs, role card, one-on-one meetings, management meetings) were in place, a strong linkage between them did not emerge. Role cards were dominated by operational indicators with weak links to strategic, and the OKRs were general and difficult to measure in terms of goal achievement. The findings indicate that the connection between strategic and operational objectives needs to be strengthened. While the system’s components formally exist, they do not yet function as a coherent whole. The thesis concludes with recommendations to improve strategic alignment: linking role card more clearly with strategy, making OKRs objectively measurable, and supporting managers in the meaningful implementation of goal-setting practices.
The master’s thesis focuses on aligning strategic and operational objectives in the project sales unit of a commercial company operating in the Estonian construction sector. The aim of the study is to understand how strategic and operational goals are connected. The theoretical framework is based on performance management systems (PMS), management control systems (MCS), and goal setting tools (OKR), with particular emphasis on the 12-question framework by Ferreira and Otley (2009) and the control package concept by Malmi and Brown (2008). The empirical part analyzes goal setting in project sales using qualitative content analysis. The study is based on interviews with six management team members and on client managers, as well as the organization’s strategic documents, role cards and OKRs. The analysis revealed although various goal-setting tools (OKRs, role card, one-on-one meetings, management meetings) were in place, a strong linkage between them did not emerge. Role cards were dominated by operational indicators with weak links to strategic, and the OKRs were general and difficult to measure in terms of goal achievement. The findings indicate that the connection between strategic and operational objectives needs to be strengthened. While the system’s components formally exist, they do not yet function as a coherent whole. The thesis concludes with recommendations to improve strategic alignment: linking role card more clearly with strategy, making OKRs objectively measurable, and supporting managers in the meaningful implementation of goal-setting practices.