Synopsis: complex of organizational goals

At the top of the goal hierarchy is the mission – the organizations reason for existence. The mission describes the organizations values, aspiration and reason for being. A well-defined mission is the basis for development of all subsequent goals.
The definition.
Many economists have a very similar view of what the definition should be, but certain differences can be found here. For example, Richard L. Daft states, that “a goal is a desired future state that the organization attempts to realize”. A similar and short definition is also introduced in Anthony, Dearden and Bedford’s book “Management control systems”. In their words, the term “goal” is used to mean a broad, fairly timeless statement of what the organization wants to achieve. These definitions are clear and understandable, but not broad enough, so, in my opinion, the following 2 definitions are better. In McGraw-Hill’s book “Organization and Management”, goals are understood as plans expressed as a result to be achieved. They represent not only the end point of planning, but the end towards which the other managerial activities, such as organizing and controlling, are aimed. Combing this definition with Andrew D. Szilagyi, Jr’s, who states that organizational goals are desired states of affairs or preferred results that organizations attempt to realize and achieve, we get a very precise one.
Types of goals.
The same Andrew Szilagyi Jr. defines 4 main types of goals.
1) Profitability, usually expressed in such terms as net income, earnings per share, return on investment, etc. Even non-profit organizations are concerned with this type of goal when we consider their desire to keep cost within specific budget levels. But this goal, in my opinion, is too narrow.
2) Productivity goals, that generally concern the levels of output per unit or worker across the organization.
3) Market. These goals can relate to a particular penetration of...

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