3. OBJECTIVES
Objectives define what organizations, functions, departments and individuals are expected to achieve
over a period of time.
Can be expressed as
i. Targets
ii. Tasks (or projects)
Can be work-related or personal.
Can be short-term: to be achieved by a specified date
Can be long-term: (continuing objectives)
4. OBJECTIVES
Quantifiable results to
be attained.
e.g. Return on capital
employed, output, sales,
levels of service delivery,
a cost reduction, etc.
Target
Units of work to be
completed by specified
dates to achieve defined
results.
e.g. Building a House,
Developing a website,
etc.
Tasks (or
Projects)
5. INTEGRATION OF OBJECTIVES
The aim of integration is to ensure as far as possible that everything that people do at all levels in the
organization will support the achievement of corporate goals.
The integration of organizational, individual and team objectives is often referred to as a process of
cascading objectives. It is a bottom-up process.
Provides channel for upward communication
Integration ensures that individual’s are aware of functional and corporate goals, and that they
contribute to it.
6.
7. CHARACTERISTICS OF GOOD OBJECTIVES
1. Consistent: with the values of the organization and departmental and organizational objectives.
2. Precise: clear and well-defined, using positive words.
3. Challenging: to stimulate high standards of performance and to encourage progress.
4. Measurable: they can be related to quantified or qualitative performance measures.
5. Achievable: within the capabilities of the individual.
6. Agreed: by the manager and the individual concerned.
7. Time-related: achievable within a defined timescale
8. Focused on teamwork: an effective member of a team as well as making individual achievement.
8. DEFINING INDIVIDUAL OBJECTIVES
Set specific targets for key result areas.
Relate individual or team objectives to corporate or functional objectives.
Achieve commitment by discussion rather than telling them what to do.
9. PERFORMANCE STANDARDS
Performance Standard: a statement of the conditions that exist when a job is being performed
effectively.
Takes the form of a statement that performance will be up to standard if a desirable, specified and
observable result happens.
Can be quantitative or qualitative.
Performance standards more attached to objectives usually in junior or routine jobs.
Performance standards less attached to senior or flexible jobs.