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SETTING OF OBJECTIVES - Coggle Diagram

- - - - Every organization requires some purpose, something that supports its existence. Therefore, you must have clearly defined objectives and goals. Companies as social units require objectives that support their reason for being, their existence.
        
        As Chiavenato refers, the natural objectives of a company, in general, are.
        • Satisfy the needs for goods and services of society. • Provide productive jobs.
        • Contribute to social welfare through the rational use of resources.
        • Provide a fair return to input factors.
        • Create an environment where basic human needs are satisfied (1998, p.25).
        
        Business objectives are dynamic since they are constantly evaluated and modified according to changes in the environment and the organization.
        Business objectives also serve several functions:
        • Guide and guide the activities of the members of the organization
        • Justify the actions of and existence of a company
        • It constitutes a comparison model to evaluate the success of the organization
        • They are useful to verify and compare the productivity of the company (Chiavenato, 1998, p.25).
      - According to Koontz and Weihrich, in all social organizations, the public and desirable goal is:
        Establish an environment in which people can achieve group goals with the least amount of time, money, materials, and personal dissatisfaction, or in which they can achieve as much as possible a desired goal with available resources (1996, p.8).
        
        Companies, then, can be studied from the point of view of their priorities or objectives, since these establish the basis of the relationship between the company and the environment.
        Although it must be taken into account that the study of business objectives is difficult because:
        • the objectives are desirable and not concrete situations,
        • generally companies set two or more objectives,
        • in most companies the objectives are determined by a minority group or a single member of the organization,
        • objectives are constantly evaluated, modified and changed,
        • Organizations whose products or results are not tangible (such as hospitals, universities, etc.) it is more difficult to measure effectiveness.
        
        According to Koontz and Weihrich (1996, p. 144), in every company there is a hierarchy of objectives.
        According to the style and philosophy of the administration and according to the specific situation, the organization can follow the hierarchy in ascending or descending order:
        • Socio-economic purpose
        • Mission
        • General objectives of the organization
        • Specific objectives
        • Division objectives
        • Department or unit objectives
        • Individual performance goals and personal development goals.
        
        Koontz and Weihrich also point out global priorities or purposes of any company.
        • Obtain profits and returns on investment
        • Promote research to develop patented products
        • Promote the sale of shares to the public
        • To be financed mainly through the reinvestment of profits and bank loans.
        • Distribute products in foreign markets
        • Ensure competitive prices for superior products
        • Achieve a dominant position in the industry
        • Respect the values of the society in which it operates (1996, p.148).
        
        A plan encompasses any future course of action and can therefore be classified as: • Purposes or missions • Objectives or goals • Strategies • Policies • Procedures • Rules • Programs • Budgets.
        
        Regardless of the type of plan that needs to be made, there are some general planning steps.
        • Detection of opportunities according to the market, competition, clients, strengths and weaknesses.
        • Establish specific and concrete objectives or goals: when, where and what you want to achieve.
        • Internal and external environment where the plans will operate
        • Identification of more promising alternatives to achieve the goals
        • Consideration of alternatives that are more likely to achieve the goals at the lowest cost and highest returns. • Decision making: choosing an alternative or action to follow
        • Make support plans: buy equipment and materials, for example.
        • Prepare budgets: sales, operations, equipment, etc. (Koontz and Weihrich, 1996, p.129-134).
- - - - The ARH, through all the subsystems that comprise it, must seek through the staff to achieve business objectives while achieving personal purposes.
        To coordinate both interests, it is necessary to establish policies and actions to be followed in each of the subsystems. Policies arise based on organizational rationality, philosophy and culture.
        Policies are rules that are established to direct functions and ensure that they are performed according to planned objectives. Policies are guides to action and are helpful for employees to respond to frequent or everyday problems without the need to resort to trivia from supervisors.
        
        Hygiene at work refers to the set of standards and procedures aimed at protecting the physical and mental integrity of the worker, preventing health risks inherent to the tasks of the position and the physical environment where they are carried out. It also refers to the diagnosis and prevention of occupational diseases, studying the activities of the worker and their environment.
        
        The basic contents of contemplating an occupational hygiene plan, as Chiavenato points out, are:
        • Organized plan of provision of medical services, nursing, first aid, mobile emergency services.
        • Adequate medical services: admission exams, first aid, removal and control of unsanitary areas, adequate medical records, periodic medical examinations, hygiene and health supervision, etc.
        • Prevention of risks that threaten health: chemical risks, physical risks, biological risks.
        • Services focused on prevention: programs aimed at improving unhealthy habits and lifestyles and explaining hygiene and health issues (1998, pp. 361-362).
        
        The working conditions that significantly influence people's work are. • Environmental conditions of the work: lighting, temperature, noise, etc. • Time conditions: length of the working day, overtime, rest periods, etc. • Social conditions: informal organization, status, etc.
        
        In general, considering the environmental conditions we have to:
        • The lighting required is determined by the type of task being performed. In general, it is suggested that the lighting be sufficient, constant and uniform.
        • Noise is considered an undesirable sound. Sound is characterized by its frequency and intensity, the frequency of vibrations is measured in cycles per second (cps) and the intensity is measured in decibels (dB).
        
        Industrial safety involves the following requirements:
        • Security is a line function and a staff function
        • The working conditions determine the material preventive means.
        • Security should not be limited to the production area
        • Job security in certain organizations may mobilize elements or personnel for training.
        • Active management support with comprehensive and intensive workplace safety programs.
        • Safety instructions for each job
        • Safety instructions to new employees
        • Integrate and promote the safety awareness of all employees.
        
        Many accidents are caused by factors that can be identified and eliminated to prevent further accidents. Some causes of accidents are:
        • The object or substance that could be adequately protected and that is directly related to the injury.
        • The unsafe condition is the physical or mechanical condition existing in the environment that makes the accident possible.
        • The type of accident that is the form of contact between the object and the injured person.
        • The unsafe act is the violation of the procedure accepted as safe.
        • The personal factor of insecurity is any characteristic that allows the unsafe act: physical, mental, accidental or permanent disabilities.
      - According to Chiavenato (1998, p. 119-120), the maintenance policies of a company must consider the following aspects:
        • Criteria for direct remuneration of employees
        • Indirect remuneration criteria for employees
        • Maintain motivation, participation and productivity
        • Hygiene and safety criteria related to physical and environmental conditions.
        • Good relations with unions and staff representatives.
- - - - Selection criteria are based on data and information regarding the position offered, based on the specifications of the position.
        Selection is basically a process of:
        • Comparison: the analysis of the job specifications (job requirements) and the profile of the characteristics of the candidates that are presented. The comparison corresponds to the section on recruitment and selection of personnel, it is a function of "staff".
        • Decision: it is an online function. The "staff" chooses, compares and recommends the candidates, but the one who accepts or rejects is the requesting unit.
        Decision-making to choose among the candidates recommended by the staff can be based on one of the following models.
        a) Placement model: only one of the candidates will be admitted, regardless of its characteristics.
        b) Selection model: when there are several candidates for a vacancy and the characteristics of each candidate must be compared with the requirements of only that position.
        c) Classification model: it is a broader and more situational approach. Candidates are examined based on their abilities, aptitudes and attitudes to be placed in the most suitable position according to their characteristics. It rotates according to the people and does not only consider the demands of the position.
        
        The selection process, despite all the rigorous steps that are contemplated for it, has limitations.
        According to Koontz and Weihrich (1996, p. 384), some of the limitations of the selection process are:
        • Even the most rigorous selection criteria are imperfect in predicting performance.
        • There is a difference between what the person is capable of and what they want to do (motivation).
        • The philosophy of the company and the type of administration influences this process and if the business directors change, the focus of the organization can change, also affecting the process and the selection criteria.
        • All tests have limitations, including psychological tests.
        • The time available to recruit, select and hire staff is generally very limited.
- - - - Content that training may involve may address one or more of the following:
        • Transmission of information
        • Skills development: especially those skills and knowledge directly related to the performance of the current position or possible future occupations.
        • Development or modification of attitudes: change of negative attitudes for more favorable ones, increase in motivation, development of the sensitivity of managers and supervisors, acquisition of new habits and attitudes.
        • Concept development.
        
        The main objectives of the training, according to Chiavenato (1998, p. 417) are:
        • Prepare staff for the immediate execution of the various particular tasks of the organization.
        • Provide opportunities for continued personal development, not only in current positions, but also for other functions for which the person may be considered.
        • Change the attitude of people, with several purposes, among which are to create a more satisfactory climate among employees, increase their motivation and make them more receptive to supervision and management techniques.
        
        Training is a cycle that encompasses four stages namely:
        • Determination of needs
        • Training program
        • Implementation and execution
        • Evaluation of results
        In general, the determination of needs implies a diagnosis of the problems that require training and can be presented in three aspects: organizational, human resources and operations or tasks.