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Importance of goal oriented management
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We often see goal-orientation occur at different levels within every organization. The first level of an organization that should be goal-oriented is the strategic level. The strategic level usually consists of the CEO, or any other top management. These are the decision makers. They control the direction of the organization, and their decisions greatly impact the people underneath them. Tyler Lacoma says, “On a strategic level, organizations attempt to use their vision statements and core competencies to stay goal-oriented whenever possible.” The CEO of an organization, or the top management, is responsible for creating the mission statement and should be able to analyze the core competencies of the organization. However, if this isn’t done …show more content…
Goal-oriented leadership may involve establishing goals that descend down the organization, or a sequence of goals that act as steps toward a long-term objective (Myers). Goal-orientation at the strategic level can also be used to train and grow managers into leaders. According to David DeGeest and Kenneth Brown, “many organizations still struggle to find and develop qualified managers.” With a goal-oriented manager, he or she can motivate employees in a successful way to achieve the tasks given to them. A goal-oriented manager is also very important to keep the employees focused on the goal ahead of them. If the manager doesn 't have a clear understanding of which goal needs to be accomplished, the employees can’t be expected to work towards that specific …show more content…
Each employee must understand the task at hand, and the end goal. However, each individual will also have a different way to reach that end goal. This is why managers must be able to break down these goals into attainable tasks that can apply to the individuals within the organization. It is not about making sure every employee has the same way of reaching the goal, but that they reach it in the end. The manager must motivate each employee differently. If the manager can successfully motivate each individual, their tasks will be completed, which will lead to the unifying power of goals (Whitestein Tech,
In this model leaders “select” specific behaviors that are best for the needs of his goal. According to the author there are four behaviors in the path goal theory that a leader could follow. One is the directive leadership, where the leader informs the followers what is expected from them. Another is the supportive leadership, that is when the leader shows concern for the followers and have friendly interactions with them. Third is participative leadership, when the captain gets involved with his team to achieve the goal as a group. Finally, is the achievement leadership; occurs when the leader demand from the followers challenging goals so they perform their best. This is not useful in Lamatepec’s high school soccer team because the captain should contribute the same or even more to the team as his teammates and with this model that would not be
Moreover, these individual goals should align with organizational goals and needs and should meet the individual needs such promotions, monetary awards, challenging work, and achievement.
Goal attainment: Leadership involves goal attainment. It includes attention to goals and directs a group of individuals towards accomplishing a defined task or goal.
Employee. Because I have a strong sensing personality, I prefer simple and concise goals that have practical application (Kroeger, Thuesen, & Rutledge, 2002). However, managers must create inspirational and challenging goals in order to achieve organizational progress. By knowing this, I can learn to identify the manager’s ultimate goals and in turn implement
The set goals should also be those that are favourable to the workers, as well as the management team as a whole. This is to ensure that they can be met easily without much difficulties involved.
The theory of goal setting was developed by Edward Locke and Gary Latham (1990) and states that there is a direct relationship between the setting of specific high goals and task performance. A higher degree of employee performance is obtained when specific goals are set compared to the performance achieved when employees are simply told to do their best (Latham & Locke, 2007). These findings have helped shape leadership styles and improve employee performance and job satisfaction (Posthuma & Al-Riyami, 2012).
...used and accomplish many tasks. However, the goal setting process should involve both Alex and James. By both individuals being involved in the process, it allows Alex to understand what James’ vision is and it allows her the chance to help him achieve his specific goals. Also, Alex should encourage James to write down his goals and review them on a daily basis, so he can be reminded of his job at hand and the steps he can take to achieve his goals and stay focused. A good coach would help the employee find ways to achieve his/ her goals and provide feedback in what aspects could be changed to increase performance to reach or exceed his/ her goals. Therefore, it is very beneficial for Alex and James to set his goals together and then Alex works towards helping him achieve these specific goals in an effort for James to feel a sense of accomplishment and satisfaction.
The path-goal theory is derived from the expectancy theory and contains four types of leadership behaviors: directive, supportive, participatory, and achievement-oriented (Whitener, 2007). Directive leaders provide clear task instructions, timeline for task completion, and standards of expectancy and how to accomplish the task (Northouse, 2010). Supportive leaders are friendly and approachable, treat followers as equals, and attempt to make the work pleasurable for the follower (Whitener, 2007). A participatory leader shares decision making with followers and integrates their suggestions and feedback into the task goals (Northouse, 2010). Finally, achievement-oriented leaders challenge followers to achieve excellence by encouraging them to work at the highest level of achievement possible (Northouse, 2010).
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's managers, due to the complexity of motivation and the fact that there is no ready made solution or an answer to what motivates people to work well (Mullins, 2002).
The managers must set organizational goals aligned with the company mission. This will provide a strategy for achieving those goals. For example, planning can be seen at every level such as creating goals for sales as well as for the customer experience (Higgins, 1994).
The key to understanding what employees’ motivations are, and how managers can support them in their aims and objectives, is to understand that different people are motivated by different things. Managers should make a conscience effort to stay in touch with the interest, skills and abilities that their employees possess. Given the opportunity, it is possible that employees can provide valuable information about how to motivate each other to do a better job.
Vision and goals go hand in hand to help create a successful organization. As a leader, you cannot create goals without having a vision, and cannot realize the vision without setting goals to get there. An effective leader will need to have both a vision for the future, as well as a clear cut set of goals that will help a company to grow and achieve that vision. A leader needs to be committed to and passionate about their vision, and driven to accomplish their goals in order for their vision to be successfully realized.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
As a leader it is important to have a vision and a goal, but it is even more crucial to have followers who trust in your vision and goals. Trust is developed by displaying positive energy and attitude. Having a goal and a vision helps an organization move into the future. Without a goal or a vision an organization is going nowhere. It is bound to fail. The six steps of goal setting are vision, goals, objective, tasks, timeliness, and follow-up. Creating a mental picture of how the organization will look like in the future is the vision. When an organization has a vision, it is looking for change, growth, and improvement for the future. This vision of the future is challenging the present processes at an organization. This challenge is the first step in the process of great leadership. Leadership starts with a vision. Even Thomas Edison had a vision, a theory that gave us the light bulb. When setting goals, it is important to make sure that they are realistic, attainable, improving the organization, and having as many people involved as possible. Goal difficulty, goal spe...