Mission And Objectives

Chapter Chapter :: 77

Mission and Objectives

Definition • Objectives are goals, aims or purposes that organization wish over varying periods of time.

Features of Objectives •

Each and every organization have some objective.

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Objective may be broad or they might be specifically mentioned.

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Objectives should be clearly defined.

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Objectives have hierarchy

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Organizational objectives have social sanction, that is , they are created within the social norms.

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Organization may have multiple objectives.

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Organizational objective can be changed.

Objectives and Goals : A Comparison • Desired states or outcomes are objectives. Goals are objectives that are scheduled for attainment during planned period.

Difference between Goals and Objectives : •

Time frame : Objectives are timeless and unending whereas goals are temporal and time-phased.

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Specificity : Objectives are stated in broad, general terms, dealing with matters of image , self-perception. Goals are much more specific, stated in terms of particular result that will be accomplished by a specific date.

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Focus : Objectives are usually stated in terms of some relevant environment which is external to the environment. Whereas goals are more internally focused.

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Measurement : Both objectives and goals can be stated in terms which are quantitatively measured but the character of measurement is different. Objectives are set in relative terms and goals are expressed in absolute terms.

Objective Setting • Objective may be set by vote of the shareholders , by a vote o members, by trustees or by few individual who run the organization. • These body may formulate or change the objectives according to the needs.

Guidelines for Objective Setting •

Objectives may be clearly specified

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Objectives must be set taking into account the various factors affecting their achievement

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Objectives should be consistent with organizational mission

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Objectives must be realistic rather than idealistic

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Objectives should be achievable

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Objectives should yield specific result when achieved

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Objectives should be consistent over the period of time

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Objectives should be periodically reviewed.

Change in Objectives • Change in aspiration level of management • Demand for change in coalition group • Change in environment • Change in life-cycle of organization

Management by Objectives •

MBO have drawn considerable attention due to two reasons :

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It focus sharply on the objectives or results which a manager is expected to achieve within a specified period

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It emphasises participative management, an approach which provides with motivation to individual in an organization.

MBO is defined as: • MBO is result-centred , nonspecialist, operational managerial process for the effective utilization of material, physical and human resources of the organization by integrating the individual with the organization and the organization with the environment.

Process of MBO : Organizational purpose and objectives

Planning premises

Key result areas Superior’s objectives

Superior recommendation or subordinate’s objectives

Matching resources

Subordinate statement of his objective

Subordinate’s agreed objectives Subordinate’s performance Performance review and appraisal

Benefits of MBO Better managing Clarity of objectives Role clarity Periodic feedback o performance Participation by managers in management process 5. Realisation that there is a scope for improvement in performance • 1. 2. 3. 4.

Benefits of MBO • Clarity in organizational action • Personnel satisfaction • Basis for organizational change

Limitations of MBO • • • • • •

Time and cost Failure to teach MBO philosophy Problems in objective setting Emphasis on short-term objective Inflexibility Frustration

Assignment

• Prerequisites of MBO

Process of management •

Nature of management process

1. Management functions 2. Management roles 3. Behavioral approach of management process

Management functions • • • • •

Planning Organizing Staffing Directing Controlling

Management roles • Interpersonal roles • Informational roles • Decisional roles

Hawthorne experiments and human relations • • • • • •

Social factors in output Group influence Conflict Leadership Supervision Communication