Organizational goals can be defined as broad statements of what the organization wants to achieve in the long run, or on a permanent basis. The clarity of goals and objectives is quite often more evident to the initial employers and promoters of institutions. With expansion of activities and joining of new member, goals and objectives as perceived by participants tend to get diffused. Different key managers may have different perceptions about goals and objectives. It is because of this that organizations insist on proper induction of new entrants to the philosophy of the organization. External pressures, sometimes political in nature, may force an enterprise to alter its goals and objectives, particularly in the case of public institutions, unless effective steps are taken by the top management of the enterprise to counteract such pressures, the enterprise’s goals and objectives will get diffused and even confused, and will seriously affect the effectiveness of the organization. Besides achieving the broad goals and objectives, the management also attempts to achieve super ordinate goals. Super ordinate (or shared) goals are the set of values or aspirations that underscore what an organization stands for and believes in. They are the overreaching purposes to which an organization and its members dedicate themselves. Super ordinate goals are values that genuinely seek congruence between the individual and the organization’s purposes and are higher order objectives beyond the bottom-line goals of ROI, market share, expenses and sales levels. The super ordinate goals encompass the concepts of service to society and therefore the organizations must demonstrate that their products serve social needs before society accepts them.
Goals are the desired outcomes of the business's activities. Objectives tend to be precise, measured actions, with time for completion. Generally, obtaining a goal will require completion or accomplishment of various objectives. As such, objectives can be thought of as pieces of a goal. While goals are often repeated over time, objectives tend to be specific and carried out during a single period - rather than repeated. Goals and objectives tend to be broader at higher organizational levels. They become more specific, narrow, and time-specific at lower levels of the organizational hierarchy. Further, goals and objectives may be broken down by divisions, functional areas, groups or teams within the organization. Back to: BUSINESS MANAGEMENT What are the functions of goals in the organization?Goals serve the following functions:
Generally, objectives serve the following functions:
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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 an Organisational goal?
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