Five Steps of Management by ObjectivesThe concept of management by objectives was first put forward in Drucker's book “The Practice of Management” in the 1950s. Drucker believed that an organization's "mission and purpose" must be translated into goals. Without a clear goal, this area will inevitably be neglected. Once proposed, this concept has been widely used and adopted. SuccessHR Capital Institute will discuss the five aspects of management by objectives below.   Objective setting As mentioned in the previous article "Implicit Performance Assessment Indicators: Neglected Gold" issued by the SuccessHR Capital Institute, intuitive data is easier to get managers' attention. Management by objectives is similar to performance assessment. It is difficult to formulate some objectives that cannot be digitized for Functional Departments or even Business Departments. Furthermore, considering complex and constantly changing external factors and internal conditions, it is difficult for the makers to set the same goals. SuccessHR Capital Institute suggests that smart rules should be followed when setting objectives. The objectives need to be quantifiable and conform to the current business development status of the company. Although it is difficult to set qualitative objectives, goals can be set through specific tasks or deadlines. For example, you can judge whether the HR department helps to improve employees' skills by holding five trainings within a year; The qualitative objective of the Business Department can be set to complete the formulation of standardized documents this year. First of all, the objective setter needs to clarify the overall situation of the company and the development direction of this year in view of the complex business situation. Secondly, the makers need to have good communication with the executants to ensure the feasibility of completing the objective. The objectives set under such circumstances will not change at any time and are possible to be achieved. Certainly, it is advisable to change the objective setting once in a while in response to the external market.  Objective decomposition Often, after the top management establishes the company's general direction objectives, these objectives are communicated to the middle level cadres through formal meetings, but the communication from the middle level to the grass-roots staff stops suddenly. Even if the target content is split to grass-roots employees, it is also easy to be distorted. With regard to the objectives set by the management, the middle-level cadres should communicate with their staff after fully understanding them, and accurately divide the department objectives into individuals. Besides, the middle-level employees should also delegate power appropriately and give enough space for the grass-roots personnel to decompose the corresponding goals within their own scope. Objective delivery When the middle-level leaders pass down the objectives, they think that they only need to stress the objectives in the meeting with the employees, and the employees will complete the corresponding tasks according to the instructions. In the process of transmission, the situation of objective distortion is common in enterprise management as well. Therefore, before delivering the objectives, the overall portrait of enterprises and positions needs to be fully displayed, and the following should be done well: the employee manual As the first group document that every employee comes into contact with when he or she first enters the company, it enables employees to understand the entire corporate culture vision. job description This item includes job responsibility description and business standard process. As the first-hand information for employees to understand their job responsibilities when they first enter the position, it can enable employees to quickly understand their job responsibilities and quickly get the hang of them. the collection of systems The company's overall system, including financial system, personnel system, incentive system, meeting system and other relevant contents, should be integrated into one document to enable employees to quickly understand the relevant contents of all the company's systems. Only when we fully understand the current system of the company can we better achieve our objectives in a way consistent with our own enterprise. Finally, the department objective description. As mentioned above, the middle-level leaders ought to effectively decompose the objectives to the grass-roots employees after they have obtained the corresponding objectives of the company. Therefore, if there is a written version of the monthly/quarterly/annual goal description and good communication with employees, the objective can be well communicated. Objective implementation In many cases, managers no longer care about the implementation of objectives after the completion of objective setting, decomposition and transmission. As a result, employees begin to work towards the goal symbolically near the deadline of target evaluation. However, such perfunctory implementation often makes it difficult to achieve the objectives set. Therefore, in order to better implement the goals, employees need to first formulate an executable plan, act in strict accordance with the plan content, and better implement the set objectives. In addition to the spontaneous completion of objectives by employees, managers need to track the process regularly and manage the implementation of objectives weekly or monthly. While understanding the situation, if there is any deviation in the implementation of the objectives, they can correct it in time to ensure the implementation of the overall objectives.  Objective assessment Many enterprises will have such a problem: after setting goals, there is no method or no basis for evaluation. Qualitative objectives, in addition to the lack of systematic evaluation, are also prone to subjective evaluation. For example, the goal of a department is to complete four league building activities to improve team cohesion. Although the number of team building can be evaluated, whether the overall cohesion of the evaluation team is increased varies. About the above assessment difficulties, SuccessHR Capital Institute proposes to construct a comprehensive and systematic evaluation dimension so that managers can have a method to evaluate. In addition, introduce the mechanism of superior evaluation and peer evaluation of objective results to reduce the individual subjective component in the evaluation. Finally, establish a system that links objectives with performance, so that the evaluation results can be fed back and employees can be motivated to complete. The above are the problems encountered by the SuccessHR Capital Institute in the overall process of target management and the corresponding solutions. Finally, we would like to know whether you have achieved management by objectives in your work? |
