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For the convenience of studying the material, the article is divided into topics:
Target characteristics. General corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by. To truly contribute to the success of an organization, goals must have a number of characteristics.
First, goals must be specific and measurable. By expressing its goals in concrete terms, management creates a clear reference base for subsequent decisions and evaluation of progress. Middle managers will have a guideline for deciding whether more effort should be put into training and educating employees. It will also be easier to determine how well the organization is working towards achieving its goals.
Orientation of goals in time. The specific forecast horizon is another characteristic of effective goals. It should be specified not only exactly what the organization wants to accomplish, but also, in general, when the result is to be achieved. Goals are usually set for long or short time periods. The long-term goal, according to Steiner, has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.
Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope. For example, a long-term productivity goal might be "to increase overall productivity by 25% in five years." Accordingly, management will set medium-term productivity improvement targets of 10% over two years. It will also set short-term goals in specific areas such as inventory costs, employee development, plant upgrades, management improvement, union negotiations, and so on. This group of goals should support the long-term goals with which it is directly related, as well as other goals of the organization.
Achievement of the goal. The goal must be achievable - to serve to increase the effectiveness of the organization. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to disastrous consequences. In addition, as professors George Steiner and John Miner argue, goals "represent important motives for the behavior of people in an organization." If the goals are not achievable, the desire of employees to succeed will be blocked and their motivation will weaken. Because in Everyday life It is common to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.
mutually supportive goals. Finally, to be effective, the organization's multiple goals must be mutually supportive—i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. For example, the goal of maintaining inventory at the level of 1% of sales would not be able for most firms to ensure that all orders are completed within two weeks. The inability to make the goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.
It is difficult to pinpoint areas where management should set goals. Almost every author has his own list. Professor Antoni Raja compiled the list shown in the table based on an intensive study of the relevant literature. He also described how these shared goals of the entire organization could be expressed. The list given in the table is intended for entrepreneurial activity. It is intended that this list is not comprehensive; a particular organization may need to formulate general goals in other areas as well. Recognized authorities in the field, Steiner and Miner, argue that "goals should be set for each activity that the company believes is important and the performance of which it wants to observe and measure."
Goals will be a significant part of the process strategic management only if top management articulates them correctly, then institutionalizes them effectively, communicates them and encourages their implementation throughout the organization.
The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm:
1. Profitability can be expressed in various indicators, such as volume, profits, return on invested capital, the amount of dividend payout per share, the ratio of earnings to sales, and a number of others. In this area, goals can be described in such specific and specific terms as "increase return on invested capital up to 15% after taxes within five years" or "increase profits up to $6 million over the next year."
2. Markets can also be described different ways, including such understandable ones as market share, sales (sales) in monetary or physical terms, market (industry) niche. As an illustration, marketing goals such as "increase market share to 28% within three years", "sell 200,000 units within the next year", or "increase commercial sector sales by 85% and decrease military sales sector to 15% over the next two years."
3. Productivity (efficiency) can be expressed by the ratio of input to output (for example, "increase the number of units of production to "x" per worker in an 8-hour day"). These goals can also be expressed in terms of unit costs.
4. Products, other than indicative of sales volume or profitability in relation to a product or product range, may be displayed, for example, for purposes such as "introduce such and such a product to our mid-value product range within two years" or "remove from production of rubber products by the end of next year".
5. Financial resources. Objectives for them can be expressed in different ways depending on the company, such as capital structure, new issues of common stock, cash flow, working capital, dividend payout and collection period. As an illustration, targets such as "reduce the collection period to 26 days by the end of this year", "increase working capital to $5 million over three years" and "reduce long-term debt to $8 million over five years."
6. Production facilities, buildings and structures can be described in terms of square feet, fixed costs, units of production, and many other measurable quantities. Goals could be: "increase production capacity to 15 million barrels over the next year."
7. Research and innovation can be expressed in dollars in the same way as other indicators, for example, "develop an engine in the price range of (specify) with an emission factor of less than 10% within two years at a cost not exceeding $150,000 .".
8. Organization - changes in structure or activities - can be expressed by any number of goals, such as "develop and implement a matrix organizational structure within two years" or "set up a regional office in the south of the country by the end of next year".
9. Human resources can be quantified in terms of absenteeism, tardiness, complaints, training hours, e.g. “reduce absenteeism to below 4% by the end of next year” or “implement a 20 hour management training program on-the-job for 120 line managers by the end of the year at a cost not exceeding $200 per trainee."
10. Social responsibility can be expressed by goals in the firm of activities, length of service and financial contributions. An example would be the goal: "to hire 120 long-term unemployed over the next two years".
Corporate goals are formulated and established based on the overall mission of the organization. To truly contribute to the success of an organization, goals must have a number of characteristics.
First, goals must be specific and measurable. For example, in a company, the primary goal is to satisfy the needs of its employees. Estimated requirements to achieve this goal:
1) increase the satisfaction of their employees by 10% per year;
2) increase promotion by 15% per year;
3) reduce employee turnover by 10% per year.
Such a specific statement tells people exactly what management believes are required levels of employee satisfaction.
By expressing its goals in specific, measurable terms, management creates a clear baseline for future decisions and progress. Middle managers will have a guideline for deciding whether more effort should be put into training and educating employees. It will also be easier to determine how well the organization is working towards achieving its goals. This becomes important when performing control functions.
The specific forecast horizon is another characteristic of effective goals. It should specify not only what the organization wants to accomplish, but also, in general, when the result is to be achieved. Goals are usually set for long or short time periods. The long-term goal has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.
Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope.
For example, a long-term productivity goal might be "increase overall productivity by 25% in five years." Accordingly, management will set medium-term productivity improvement targets of 10% over two years.
It will also set short-term targets in specific areas such as inventory costs, employee development, plant upgrades, more effective use existing production capacity, management improvement, negotiations with the union and so on. This group of goals should support the long-term goals with which it is directly related, as well as other goals of the organization. The provision that one should “enter into a contract with the union for a year that provides for an appropriate bonus if the productivity of any worker increases by 10% per year” would be a short-term goal that provides both a long-term goal of improving productivity and goals for human resources.
The goal must be achievable - to serve to increase the effectiveness of the organization. Setting a goal that exceeds the capacity of the organization, either due to insufficient resources or due to external factors, can lead to disastrous consequences.
In addition, goals are important motives for the behavior of people in organizations, because usually people want to achieve the goals that are set for the organization. If the goals are not achievable, the desire of employees to succeed will be blocked and their motivation will weaken. Since it is common in everyday life to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.
Finally, to be effective, the organization's multiple goals must be mutually supportive, i.e. actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals. For example, the goal of maintaining inventory at the level of 1% of sales would not be able for most firms to ensure that all orders are completed within two weeks. The inability to make the goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.
It is difficult to pinpoint areas where management should set goals. Objectives should be set for each activity that the company believes is important and the performance of which it wants to monitor and measure.
Objectives will only be a meaningful part of the strategic management process if top management articulates them correctly, then institutionalizes them effectively, communicates them, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that senior management is involved in the formulation of goals and to what extent these goals reflect the values of management and the realities of the firm.
Corporate goals are formulated and established on the basis of the overall mission of the organization and certain values and goals that top management is guided by.
Goals must have a number of characteristics, then they will contribute to the success of the organization.
Specific and measurable goals
Goals should be specific and measurable.
They should be expressed in specific measurable forms, create a clear reference base for subsequent decisions and assessment of progress. (Example: 1) Increase the satisfaction of your employees by 10% per year; 2) Increase promotion by 15% per year; 3) reduce employee turnover by 10% per year.) In this case, middle managers will have guidelines for their decisions. It will also be easy to determine how well the organization is performing towards its goals. What becomes important for the performance of control functions.
Orientation of goals in time
Another characteristic of goals is a specific forecasting horizon.
It is necessary to determine the time to achieve the result. Goals are usually set for long or short periods of time.
The long-term goal has a planning horizon of approximately 5 years.
A short-term goal represents one of the organization's plans to be completed within 1 year.
Medium-term goals have a planning horizon of 1 to 5 years.
First of all, the organization formulates long-term goals. The subsequent development of medium- and short-term goals is associated with ensuring the fulfillment of long-term goals.
Achievable Goals
The goal must be achievable in order to serve to increase the effectiveness of the organization. Setting a goal that exceeds the capabilities of the organization can be disastrous. If the goals are unattainable, the desire of employees to succeed will be blocked and their motivation will weaken. “Because in everyday life it is customary to associate rewards and promotions with the achievement of goals, unattainable goals can make the means used in an organization to motivate employees less effective.”
Mutually Supportive Goals
The goals of the organization should support each other. That is, the actions and decisions necessary to achieve one goal should not interfere with the achievement of other goals.
The inability to make goals mutually supportive leads to conflict between the departments of the organization that are responsible for achieving the established goals.
There are many classifications of goals. “Goals should be set for each activity that the company believes is important and the performance of which it wants to observe and measure.”
“Goals will only be a meaningful part of the strategic management process if top management sets them right, then effectively institutionalizes, communicates, and drives their implementation throughout the organization. The strategic management process will be successful to the extent that top management is involved in the formulation of goals and to the extent that these goals reflect the values of management and the realities of the firm.”
The main stages of strategic management are:
1. Define the scope of business and develop the purpose of the firm.
2. Transformation of the purpose of the company into private long-term and short-term goals of activity.
3. Determining the strategies for achieving the goals of the activity.
4. Development and implementation of the strategy.
5. Evaluation of activities, monitoring the situation and the introduction of corrective actions.
Mission- determine the list of current and promising directions activities before-I, the allocation of priorities in the strategy, ie. those fundamental principles and norms of doing business, which will determine the image of the organization in the future. Distinctive feature mission is that it must be completed after a certain period of time.
The mission of the organization, or strategic setting- consists in formulating the answer to the question: what is the ultimate meaning of the activities of the org.
B. Karloff notes that the content of the company's mission is determined based on three key points:
a) it should be expressed in relatively simple definitions and in a form that is easy to understand;
b) the mission should be based on the tasks of satisfying. and consumer needs;
c) the question of why consumers will buy goods and services of this organization, and not others, should have a clear answer.
A correctly formulated mission of an org-and allows you to more deeply understand the strengths and weak sides org-and; ensure the integration of organizational units and facilitate their interaction; project a positive image on partners, shareholders and investors.
If the mission sets general guidelines, directions for the functioning of the organization, expressing the meaning of its existence, then the specific final state that the organization strives for is fixed in the form of its goals.
Formation of strategic goals. Establishment of strategic goals in areas, directions and indicators of achieving the goal. Establishment of strategic goals for key spaces. Requirements for strategic goals.
There are eight key areas in which the company defines its goals:
1. Market position. Market goals may be to gain leadership in the definition. market segment, increasing the market share of enterprises up to a certain size.
2. Innovation. Targets in this area are associated with the definition of new ways of doing business: organizing the production of new products, developing new markets, using new technologies or methods of organizing and pr-va.
3. Performance. More efficient is the company that spends on the production of defined. the number of products is less than ek.resources.
4. Resources. The need for all types of resources is determined.
5. Profitability. These goals can be expressed quantitatively: to achieve a certain level of profit, profitability.
6. Management aspects. It is possible to ensure profit in the long term only through the organization of effective management.
7. Staff. Personnel goals may be related to job retention, ensuring an acceptable level of remuneration, improving working conditions and motivation, etc.
8. Social responsibility. Currently, most Western economists recognize that firms should focus not only on increasing profits, but also on the development of generally recognized values.
The objectives of the enterprise must meet the following characteristics:
1. Goals should be specific and measurable.
2. Goals should have a specific planning horizon, that is, determine when the results should be achieved.
3. The goal must be achievable.
4. The goals must be flexible and have room for their adjustment due to unforeseen changes in the external environment and internal capabilities of the enterprise. This ensures that the goals are attainable.
There are eight key spaces within which an organization defines its goals: Market position, Innovation, Productivity, Resources, Profitability, Management aspects, Personnel: performance of labor functions and attitude to work, Social responsibility.
5. The multiple goals of the enterprise should be comparable and mutually supportive.
An example of a long-term goal of a transport company: "Become the biggest and best transport company in the world"; General Electric Company: "Become the most competitive company in the world and take first and second place in all areas of business in which the company operates." Short-term goals are formulated according to the same principles as long-term ones, but they are more specific and involve operational actions within a short period of 1-2 years, aimed collectively at achieving a long-term goal.
The formulated strategic goals must meet a number of requirements, which can be considered as restrictions on the goal-setting process. The goals should be clear, precise, unambiguously understood and formulated in terms that reflect the prospective state of the enterprise.
Strategic goals should have a number of basic characteristics:
reality and attainability. If the goals are unattainable, then the motivation of employees suffers;
Measurable. It is advisable to translate any goal, even a qualitative one, into a quantitative measurement. If the goal cannot be measured, then this indicates an incorrectly formulated goal or even a false goal;
Orientation in time, terms of achievement. If the goal is not oriented in time, then this is the same as its absence;
Understandability, acceptability for all participants in the process.
Muscovy, despite its vastness, is very well populated and so carefully protected on the borders that not only none of the servants and slaves, but even the settlers and free people can not leave the state or enter it without a special grand ducal charter.
Campenze Albert - Italian historian, XVI century.
Another good custom is that the frontiers are closed, that strangers are not allowed to come freely and simply into our country, and that our people are not allowed to roam outside the realm without important reasons.
The local people are called Muscovites or Muscovites. For the inhabitants of this country, under the threat of death, it is impossible to leave the borders of Muscovy without the permission of the prince, and the newcomers, if they entered here without the prince's permission, find themselves, as it were, in eternal slavery. But neither the ambassadors nor the merchants of other peoples who arrived in Muscovy with his permission are allowed free passage throughout the country. And during the stay of our (Jesuits) there, it was usual that they did not have the opportunity to step out of the house even to water the horse, but the Muscovites themselves brought water that the horses drank, they themselves brought artisans, whose services were needed.
They receive foreign ambassadors in a very peculiar way and carefully send them back home as soon as possible. For they do not tolerate permanent ambassadors in Moscow, or residents, as they are called, and also they themselves do not allow their own to remain for a long time at the courts of other sovereigns, so that, as a result of a long, constant circulation, they would not change and would not introduce new customs into the fatherland.
Moreover, they consider visiting ambassadors to be dishonest, obvious scouts and legitimate traitors to their faith.
The Russians are reluctant - as I deduce from their actions - to see Swedes or other foreigners and therefore claim that no resident or agent from Sweden should be here, since he is not mentioned in the treaties.
Pommerening Karl - Swedish resident in Moscow in 1647-1650
The Russians usually did not even allow ambassadors from powers that were not on friendly terms with them to enter the state, but let them go home as soon as possible, having finished the business for which they came, through intermediaries on the border.
Reitenfels Yakov - Courland nobleman, XVII century.
Here is an exact description of Moscow and its walls, as we saw them with our own eyes, casting furtive glances at them, for archers standing at each gate, as soon as they notice that someone is staring at a wall or a cannon, take his life, at least he was from their own people. One of these was captured that week, after noticing that he was walking and looking at the city walls.
There are more than fifteen gates in the white wall, which are named after the various icons that stand on them. All these over-the-gate icons have a wide canopy made of copper and tin to protect them from rain and snow. Each gate is not straight, as in Aleppo, but arranged with bends and turns, closed in this long passage with four doors and invariably have an iron lattice door, which is lowered from the top of the tower and raised through the gate. Even if all the doors could be opened, this one cannot be broken, and can only be lifted from above.
Paul of Aleppo - Syrian clergyman, XVII century.
(The subject of their concern) ... the constant protection of border areas and fortresses by strong guards. This is done with the aim that, both in time of peace and in time of war, there could be a correct government and so that the Sovereign, confident in his safety, would not be subjected to the vicissitudes of fate, the intrigues of neighboring peoples and the internal malefactors of citizens.
All these stories I could not print without great danger while I was living in Moscow, because the Muscovites are not so easily amenable to the fact that it was possible to publish the secrets of their country.
What a comparison between the bad government of the Greeks and the blinding of their eyes and hearts, and the local ability to govern in such a way that it is impossible for a foreigner to hide between them, nor for a spy to penetrate their country!
To a stranger, even if he is a Patriarch, they do not tell their innermost secrets, and this is done not only by nobles, but also by common people and small children. All this happens because they know about what happened to the Greeks and about the loss of their kingdom.
Paul of Aleppo - Syrian clergyman, XVII century.
(The Grand Duke) considered it indecent to open to an unknown person, and, moreover, to a foreigner, the areas that serve as a way to the Caspian Sea and to Persia.
Many people flocked to the ship, offered free food and were ready to bargain, but without the knowledge of their Prince they did not dare to buy foreign goods.
Adam Clement - English writer, XVI century.
Polish noble youths wander the world and squander their wealth in vain in foreign countries, from which they bring home nothing but poverty, resentment, ridicule, foreign vices and shameful diseases.
And in Russia such wanderings are justly and deservedly forbidden, for they are immeasurably harmful.
Krizhanich Yuri (c. 1618-1683) - Croatian writer, lived in Russia in 1661-1676.
Muscovites have the highest opinion of themselves, while other peoples, in their opinion, are worthy of contempt. They believe that their country and way of life is the happiest of all.
Possevino Antonio (1534-1611) - Italian diplomat, ambassador of Pope Gregory XII
The Muscovites, especially noble people, would rather let their children die any death they like than voluntarily let them go from their land to foreign lands, unless the Tsar would force them to do so. They consider only their own country to be Christian, and they consider the rest of the countries under the sun to be pagan, where, in their opinion, people are not baptized, do not have God, do not know how to properly pray or serve God, and therefore they believe that their children are forever will die if they die on the wrong side. If they die on native land, they will surely go to heaven.
Bussov Konrad, (†1617) - German soldier, served in the army of Boris Godunov, False Dmitry I and II, Polish King Sigismund
mindset and public laws Until now, they have prevented the morals of the Muscovites from becoming the same as the morals of foreigners. Therefore, their Sovereigns did not allow entertainments accepted in other countries even for themselves. Of domestic amusements, they are mainly engaged in hunting, accustomed to merrily catching wild animals in the forests by rounding up or by the diligent rut of learned dogs.
Reitenfels Yakov - Courland nobleman, XVII century.
The beginning and foundation of political wisdom are two spiritual commandments: "Know thyself" and "Do not trust strangers."
Krizhanich Yuri (c. 1618-1683) - Croatian writer, lived in Russia in 1661-1676.
Here (at court) there are two parties. The first Tsarskaya, to which all those Russians belong, who, most importantly, strive to drive the foreigners out of here.
Jacob, Duke of Lyria - Spanish ambassador to Russia in 1727-1730.
The common people are cunning, resourceful in matters of trade, despises everything foreign, and considers everything their own to be excellent.
Lisek Adolf - Austrian diplomat, secretary of the 17th century embassy.
The Last Judgment was depicted above the doors (of the church). Here the monk, by the way, showed us a man in German attire and said: “Both the Germans and other peoples can be saved if only their souls are Russian and they, without fear of people, do good for God.”
If Russians are asked about this, they answer that it is they who are truly baptized and the best Christians in the world.
Olearius Adam (c. 1599-1671) - German scholar and traveler
They consider themselves the most real Christians and do not tolerate any other nation being preferred to them.
Kakas Stefan - Austrian diplomat, XVII century.
We went to the refectory, which was decorated all over with the vestments of Armenian and Polish priests made of excellent brocade and velvet. The tsar sent the Patriarch more than a hundred vestments and robes belonging to Armenians and Jesuits, telling him: “Do with them what you want,” for he considered them unclean - such is the conviction of the Muscovites. It's amazing they didn't even take off the silver buttons and hooks! But Muscovites keep such orders. Wouldn't we take brocade robes for our country, even if they were worn by Jews, and remake them into priestly robes? Of course, they would have taken, due to their rarity and high cost.
Paul of Aleppo - Syrian clergyman, XVII century.
It should be noted that both he (Peter I), and in general all Russians do not renounce any of those old Russian customs that can serve them to exalt, and at the present time they are only doing that they are studying other people's customs suitable for such maintaining and increasing their dignity and honor.
Russians, as befits, occupy the most important positions at court and have more free access to the Tsar.
Reitenfels Yakov - Courland nobleman, XVII century.
Jews are not tolerated in Muscovy except for the baptized.
Korb John (c. 1670 - c. 1741) - Austrian diplomat, secretary of the Austrian ambassador Gvarient
From the Jews and their religion, they are so disgusted that absolutely none of them are allowed to live in their possessions; therefore, if the Moscow Prince (Ivan IV) takes them in full during the conquest of a city or any fortress, he orders all such to be drowned in water.
Prince Daniel (1546-1608) - Austrian diplomat
Most of all they hate the Jews, so that they shudder at their very name and do not let them into their borders as contemptible, harmful people.
Jovius (1483-1552) - Italian historian
(People said that) The king must have gone mad that he marries his daughter as a Latin and gives such an honor to someone who is not worthy to be in the holy land - that's what they call their land.
Massa Isaac (1587-1635) - Dutch merchant and diplomat
Of the various other features in which the Tsars of Moscow differ from other sovereigns of Europe, it should be especially mentioned that they in no way agree to seek wives for themselves from strangers. And they observe this grandfather's custom to this day very strictly, mainly due to the fact that, having become related and mixed excessively with foreigners, the subjects of the desire to do the same.
Reitenfels Yakov - Courland nobleman, XVII century.
The boyars and the first persons in the kingdom claim that a very destructive change will occur from marriages with a foreigner and foreign and unprecedented customs will be introduced into their Fatherland, ancient covenants will be violated and the purity of the grandfather's religion will be endangered; finally, all of Muscovy will undergo extreme destruction.
Korb John (c. 1670 - c. 1741) - Austrian diplomat, secretary of the Austrian ambassador Gvarient
The Empress once told me that the Emperor (Nicholas I) and she firmly decided not to give their daughters in marriage except after looking at the suitors and making sure that, by their nature, they are capable of giving them family happiness.
Barant Amable Prosper de (1782-1866) - French diplomat, ambassador to Russia in 1835-1840.
Accustomed to dictating the world, immediately upon arrival at the palace of the sovereign, whose capital he had conquered, the emperor was surprised by the silence that his opponent kept this time.
Caulaincourt Armand Augustin de (1773-1827) - Marquis, French diplomat, ambassador to Russia in 1807-1811, accompanied Napoleon I on the campaign of 1812.
Napoleon spent the whole evening of September 14 waiting for the boyars. He said: “Maybe the inhabitants of this city do not even know how to give up?”
Ernest Lavisse (1842-1922) and Alfred Rambaud (1842-1905) - French historians
Most of these unfortunates refuse even the help they are offered. I still see, on the one hand, a dying old man, prostrated to his full height, on the other, frail children, clinging to the breasts of their mothers, who have already lost all their milk! There are especially many women, they huddle close to their husbands and brothers, they all look at us with distrust, follow our slightest movements, then turn to the altars to ask God for protection from us.
Liege Caesar - Italian soldier, officer of the royal guard, participant in the campaign of Napoleon I in 1812.
(Here) the most important dignitaries now and then repeat the following firmly established rule of state wisdom: "Let the whole world say what it wants, but we will still do our own way." When I had to prove that a certain measure would arouse in some other monarch unfavorable thoughts and judgments about Russia, the ministers, if they did not find any other objection, used the above saying.
Yul Just - Danish ambassador to Russia in 1709-1712.
In the Soviet Union, in many cases, they are indifferent to what is said about them in the world press.
Bohlen Charles - American diplomat, XX century.
Discussing our speeches in the least, they (Russians) answered us that we are already with them, therefore we must fulfill their will and act according to their command, because in every state there are special customs that everyone must follow.
