Please enable JavaScript.
Coggle requires JavaScript to display documents.
INTERPRETING THE GOAL SETTING FOR EFFECTIVE ORGANIZATIONS - Coggle Diagram
INTERPRETING THE GOAL SETTING FOR EFFECTIVE ORGANIZATIONS
Goal-Setting Theory
Participation in Setting Goals Increases Commitment and Attainment of Goals
Employees are more committed to self-set goals than to goals assigned by a manager. In addition, job satisfaction increases when people participate in setting their goals.
Feedback and Goals Improve Performance
Important to include information about how to adjust in order to accomplish the goal. Frequent, relevant, and specific feedback is important for goal setting to be a success. The feedback should occur as soon after the work activity as possible so that the individual and the person providing the feedback remember the event and its details.
People May Abandon Goals If They Become Too Hard
People must be able to attain or at least approach them; otherwise, they will view the goal as impossible, become discouraged, and may abandon it
Specific Hard Goals Are Better than “Do Your Best” Goals
In addition to being difficult and challenging, goals should also be specific. Specific goals show exactly what constitutes acceptable performance.
Individual Differences Tend Not to Affect Goal Setting
Some goal-setting programs in organizations are limited to upper and middle management, but research findings suggest that goal setting is just as successful for positions requiring minimum education and skills.
More Difficult Goals Produce Better Performance
The effect on performance of assigning easy goals is no better than the effect of not having any goals at all. A goal has to be more than the expectation that one will complete one’s basic job requirements. Goals are only effective if they are difficult and challenging.
Goal Setting in Teams Deserves Special Consideration
Setting difficult individual goals for an interdependent team task will likely result in poorer performance than when a team goal is set or even when there is no team goal at all.
Definition :
Goal setting is a process intended to increase efficiency and effectiveness by specifying the desired outcomes toward which individuals, teams, and the organization should work
Managerial Support Is Critical
Support for goal-setting programs by all levels of management is crucial to their success. Lead- ers should maintain optimism by publicizing even small steps forward.
A Model For Goal Setting
Estabilish Goal, Achieve Commitment, and Overcome Resistance
GOAL
Period of Performance
Result
Results of Goal Setting
Research on the effects of goal setting has shown positive results on both the personal and the or- ganizational level.21 One study found that in 90 percent of the cases, specific and challenging goals led to better performance than easy goals, “do your best” goals, or no goals
Management By Objectives
Criticisms of MBO
Implementing MBO is expensive and time-consuming, and usually entails great effort. Because of these factors, the use of MBO has traditionally been limited to managerial and professional employees. Obtaining benefits whose value exceeds the costs is more difficult with employees performing routine work at the lower levels of an organization.
The Results of MBO
Many different types of organizations have tried MBO. One difficulty in appraising their approaches is that MBO has become an all-purpose term implying many different things in many different set- tings.
The Purposes of MBO Programs
Clarify the organization’s goals and plans at all levels; the other is to gain better motivation and participation from the organization’s members. MBO is a way to increase the clarity of organizational planning and give subordinates more knowledge and understanding of their jobs. MBO may be used to identify organizational goals at all levels and to encourage participation in setting the standards that will be used to evaluate subordinate performance.
Definition :
A technique used by organizations to set goals. It is a process aimed at the integration of individual and organizational goals.
The MBO Process
STEP 3 :
There is a period of performance in which the individual involved attempts to accom- plish the individual goals.
STEP 4 :
The manager feeds back results to the subordinate and gives appropriate rewards for performance.
STEP 2 :
The subordinate and the manager jointly develop specific goals and targets.These must be specific, measurable objectives for each area of responsibility.
STEP 5 :
The outcome of the performance review is the basis for setting new performance goals and recycling the goal-setting process.
STEP 1 :
The subordinate proposes to the manager a set of goals for the upcoming time period that are congruent with the goals set at the next-higher level.
