goal

Examples of goal in the following topics:

• Goal-Setting Theory

  • Goals that are difficult to achieve and specific tend to increase performance more than goals that are not.
  • Goals focus attention toward goal-relevant activities and away from goal-irrelevant activities.
  • Goals serve as an energizer.
  • Higher goals induce greater effort, while low goals induce lesser effort.
  • However, when management merely dictates goals, employee motivation to meet these goals is diminished.

• Setting Objectives

  • "Goal congruency" refers to how well the goals combine with each other.
  • Does goal A appear compatible with goal B?
  • "Goal hierarchy" consists of the nesting of one or more goals within other goal(s).
  • One approach recommends having short-term goals, medium-term goals, and long-term goals.
  • Using one goal as a stepping stone to the next involves goal sequencing.

• Setting the Right Goals

  • People perform better when they are committed to achieving certain goals, emphasizing the importance of strategic goal setting.
  • Goal setting involves establishing specific, measurable, achievable, realistic and time-targeted (SMART) goals.
  • On a personal level, setting goals helps people work towards their own objectives—most commonly financial or career-based goals.
  • Achievable: Ensuring goals are achievable is important in successfully pursuing goals.
  • Athletes set goals during the training process.

• Setting Objectives and Standards

  • Goal congruency refers to how well the goals complement each other.
  • Does goal A appear compatible with goal B?
  • Goal hierarchy consists of the nesting of one or more goals within other, compatible goals.
  • Another useful approach recommends having short-term goals, medium-term goals, and long-term goals.
  • Goal sequencing can create a goal stairway.

• The Importance of Performance Targets

  • Challenging goals tend to result in higher performance than easy or no goals.
  • Goal setting means establishing what a person or an organization wants to achieve.
  • The SMART model is a good framework to keep in mind when generating goals and objectives.
  • It aims to design goals that are specific, measurable, achievable, realistic, and time-targeted (SMART).
  • Motivation elicits, controls, and sustains certain goal-directed behaviors.

• The Control Process

  • The control process is the direction for organizational control that derives from the goals and strategic plans of the organization.
  • The direction for organizational control comes from the goals and strategic plans of the organization.
  • A company's mission statement and objectives will help to determine the goals and how to put strategic elements in place to meet those goals.
  • Strategic goals need to begin with a broad view and then create layers of focus that outline how each department within the organization will contribute to those goals.
  • It is important to have a way to review organizational processes and determine if the company is on target to meet its goals.

• Leadership and Task/Follower Characteristics: House

  • The Path-Goal theory argues that a leader's role is to help followers achieve both personal and organizational goals.
  • In 1971, Robert House introduced his version of a contingent theory of leadership known as the Path-Goal theory.
  • House argued that the goal of the leader is to help followers identify their personal goals as well understand the organization's goals and find the path that will best help them achieve both.
  • Because individual motivations and goals differ, leaders must modify their approach to fit the situation.
  • Using the Path-Goal model as a framework, their Outstanding Leadership Theory (OLT) expanded the list of leadership behaviors required to channel follower's motivations and goals more effectively toward the leader's vision:

• Setting Team Goals and Providing Team Feedback

  • Periodic performance assessments help a team identify areas for improvement so it can better achieve its goals.
  • Because how they work together is so important to achieving the team's goals, members need to be attentive to how they interact and collaborate with each other.
  • Apply effective performance management procedures to the process of goal setting and feedback

• Interactive Leadership

  • Interactive leadership involves leaders' engaging followers to increase their understanding of tasks and goals.
  • The interactive style of leadership makes it a priority to inform followers about important matters related to their goals and tasks and to clarify understanding.
  • Reaching out to employees in this way helps build their commitment to achieving team and organizational goals.
  • An interactive leader shares information and answers questions to clarify goals and tasks.

• Types of Teams

  • Depending on its needs and goals, a company can use a project team, a virtual team, or a cross-functional team.
  • Depending on its needs and goals, a company may use different types of teams.
  • Project teams are created for a defined period of time to achieve a specific goal.
  • Cross-functional teams combine people from different areas, such as marketing and engineering, to solve a problem or achieve a goal.