Is the act of determining the organizations goals and the means for achieving them
Goal Show A desired future state that the organization attempts to realize. Plan A blueprint specifying the resource allocations, schedules, and other actions necessary for attaining goals Planning The act of determining the organization’s goals and the means of achieving them. Goals and plans have become general concepts in our society. A goal is a desired future state that the organization attempts to realize. Goals are important because organizations exist for a ,purpose and goals define and state that purpose. A plan is a blueprint for goal achievement and specifies the necessary resources, allocations, schedules tasks, and other actions. Goals specify future ends; plans specify today’s means. The word planning usually incorporates both ideas; it means determining the organization’s goals and defining the means for achieving them. Exhibit illustrates the levels of goals and plans in an organization. The planning process starts with a formal mission that defines the basic purpose of the organization especially for external audiences. The mission is the basis for the strategic (company) level of goals and plans, which in turn shapes the tactical (divisional ) level and the operational (departments) level. Top managers are typically responsible for establishing strategic goals and plans that reflect a commitment to both organizational efficiency and effectiveness as described. Tactical goals and plans are the responsibility of middle managers, such as the heads of major divisions or functional units. A division manager will formulate tactical plans that focus on the major actions the division must take to fulfill its part in the strategic plan set by top management. Operational plans identify the specific procedures or processes needed at lower levels of the organizations such as individual departments and employees. Front line managers and supervisors develop operational plans that focus on specific tasks and processes and that help to meet tactical and strategic goals. Planning at each level supports the other levels. Levels of Goals / Plans and their Importance Mission statements >> External Message: Legitimacy for investors, customers, suppliers community. Internal message: Legitimacy motivation, resources allocation. Guides rationale standards Strategic Goals/ Plans Senior management (Organizational as whole) >> Tactical Goals / Plans Middle Management) Major divisions functions) >> Operational Goals / Plans / Lower Management (Departments, Individuals). Purposes of goal and plans: The complexity of today’s environment and uncertainty about the future overwhelm many managers and cause them to focus on operational issues and short term results rather than long term goals and plans. However planning generally positively affects a company’s performance. In addition to improving financial and operational performance developing explicit goals and plans at each level illustrated in Exhibit is important because of the external and internal messages they send. These messages go to both external and internal audiences and provide important benefits for the organization. Legitimacy; An organization’s mission describes what the organization stands for and its reason for existence . It symbolizes legitimacy to external audiences such
as investors, customers and suppliers. The mission helps them and the local community to look on the company in a favorable light and hence, accept its existence. A strong mission also has an impact on employees enabling them to become committed to the organization because they can identify with its overall purpose and reason for existence. One of the traits often cited by employees in Fortune magazine’s list of the 10 best Companies to Work For in America is a sense of purpose and meaning . For
example at Medtronic, a medical products company employees are inspired by the mission to alleviate pain, restore health and extend life. Organizations cannot survive and flourish for a very long time without some basic goals. Goals give an organization a purpose and direction to move towards the entire year. Three Levels of Organizational Priorities Purpose—a broad, general statement that tells why your organization exists; it usually doesn't change from year to year and is often the first statement in your constitution. Goals—statements describing what your organization wishes to accomplish, stemming from your purpose. Goals are the ends toward which your efforts will be directed and often change from term to term or year to year, depending on the nature of the group. Objectives—descriptions of exactly what is to be done, derived from the goals. They are clear, specific statements of measurable tasks that will be accomplished as steps toward reaching your goals. They are short term and have deadlines. Steps for Setting Goals
Here's a tip that might help: Make your goals VISIBLE!!
Source: Organizational Advising Handbook, Western Illinois University Ten Guidelines to Good Communication
Advisors can provide a group with invaluable information and assistance. How does this occur? It begins with the advisor and student leader of that organization sharing an open, honest relationship and having the opportunity to share ideas, receive feedback, and build trust. If these two people take the time to build this type of relationship, they will be able to provide consistent, effective leadership to the organization. Guidelines for Effective Advising General Functions
Teambuilding
Goal Setting
Meetings
Source: Organizational Advising Handbook, Western Illinois University Building an Effective Team An energetic group of people who are committed to achieving common objectives, who work well together and enjoy doing so, and who produce high quality work. Team Building The process of forming diverse individuals into a group who share common goals, objectives, and expectations, as well as a commitment to one another. Ingredients for successful team building:
Team Building is appropriate:
Team Building Activities Step 1: Getting acquainted Interviews—Group members pair up and interview one another for five minutes each. Partners introduce each other to the group, including everything he/she can remember about the partner. Step 2: Sharing expectations "I Expect" Exercise—Leader passes out 3 x 5 cards where members list expectations of leader, officers, group members, and advisor. Cards are passed in an expectations are listed on the chalkboard, discussed, and accepted or rejected as realistic. Step 3: Clarifying goals Group Goal Setting—Members participate in reviewing previous goals and setting the group's goals and objectives for the coming year. Step 4: Developing Working Relationships Rap Session—Discuss questions like: "How will decisions be made?" "What will be our working style?" "How will we assure everyone the chance to speak?" "How will we resolve differences?" "How will we insure completion of our work?" Sources: Leader Bits brochure / University of Kansas and SODC handout / University Motivation The ability to motivate others has long been an accepted hallmark of the successful leader. This is true of student leaders on college campuses, as well as CEOs of Fortune 500 companies. In an organization where people are motivated, there is maximum productivity, efficiency, and enjoyment. Motivating others is a leadership skill you can learn, says Harvard University. Professor Roland Barth, if you're willing to consistently apply the seven t's of motivation . The t's are seven practical techniques for motivating others. Technique #1: Delegate effectively. By wisely assigning responsibility, you'll get the majority of the membership involved. It will ease both your mind and your workload. Often, leaders inappropriately delegate time consuming tasks to people who don't have the time to do them. Learn to spread the work around. It reduces the stress and gets more members involved. Technique #2: Assign incremental tasks. Get everyone in your organization involved, even if its in small ways at first. When you delegate even simple tasks, you draw members into action on behalf of the organization. The more they become involved, the more meaningful their commitment and the more successful the organization. Technique #3: Treat members equally. Everyone enjoys being "in the know". People want to have influence and feel as if they share power within the organization. Show that you value every person in your organization. It'll translate into a more motivated membership. Technique #4: Use praise and criticism. Inevitably, as a student leader, there will be times when you'll have to praise and/or criticize. Learning to do so effectively maximizes your potential as a motivator. If possible, employ praise and criticism separately. Too often, when members or officers must be criticized, student leaders attempt to "soften" the blow by adding praise. It's known as the "sandwich approach"—a thick hunk of criticism with a thin slice of praise before and after. Generally it doesn't work. It lessens the impact of both the criticism and the praise and ends up leaving everyone dissatisfied. Technique #5: Generate enthusiasm. There's no substitute for genuine enthusiasm. Real enthusiasm generates real energy, which can become an irresistible force if you focus it properly. Interact with your members in a positive, energetic manner. Don't complain about personal or organizational issues. Believe in your organization and show some zest. Have confidence in your members. Be enthusiastic. It's contagious! Technique #6: Promote integrity. An essential part of your college development is forming your own set of principles. Practice what you believe is important. It will make your personal convictions stronger and promote similar convictions in your members. People model what you do. They don't necessarily do what you say. Technique #7: Maintain your humor. Take your work seriously, but yourself less so. You'll lead more effectively, be less stressed, and be more fun to work with if you learn to roll with your role. Organizations, by the very diversity of their members, produce amusing situations. Step back once in a while and laugh at the absurdities. You'll keep your sanity—and your friends—when you maintain your sense of humor. Source: Student Leader, February 1992 Join Now >> What is the process of achieving the organizational goals?Management is the process of achieving organizational goals. Therefore, to attain the goal that need through the planning, organizing, leading and controlling functions.
What are the 3 types of organizational goals?There are three types of organizational goals: individual, team, and corporate. With these goals, they all have specific time frames for achievement. In many cases, those goals have longer time frames than others.
What are the goals and objectives of an organization?Organizational goals are strategically set objectives that outline expected results and guide employees' efforts. 3 types of organizational goals are strategic, tactical, and operational goals. Purposes of organizational goals are to provide direction to employees of the organization.
What are 4 purposes of organizational goals?According Jay B. Barney and Ricky W. Griffin in their book "The Management of Organizations," organizational goals serve four basic functions: they provide guidance and direction; facilitate planning, motivate and inspire employees; and help organizations evaluate and control performance.
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