Goal-Setting in Management

Shows how managers in any organizational setting can improve their own and their teams' results through a unique, step-by-step approach to setting goals and then - most importantly - by putting them into action. Curtis lays bare the linkages between organizational culture, philosophy, ethics, and the management of information and change, and shows how they contribute to goal setting and achievement. Throughout Curtis argues that deciding "what to do" may be an essential component of goal setting, but the real challenge is in "getting things done", and it is here that so many goal-setting systems fall. Part I begins by establishing the foundation for the remainder of the book. It addresses the managerial philosophy underlying goal setting. The theory of goal setting is covered in Part II. Studies are reviewed that show that organizations, teams, and individuals that set clear, challenging goals produce better results than those who do not. The next part begins by addressing goal setting from an organizational perspective. Team goal setting follows. Techniques for individual goal setting are discussed in Part V. Part VI pulls organizational, team, and individual goal setting together by examining the ways information must be managed in a goal-oriented setting. Part VII, Change and Goal Setting, provides the techniques necessary to implement the goal-setting philosophy in a rapidly changing world. The book concludes with an examination of the ultimate purpose of management, to produce positive results.

Despite the challenges of organized labor and the human relations movement, scientific management has dominated the configuration of twentieth-century high performance systems. As the twenty-first century nears, an expanding fund of social science knowledge related to worker behavior and renewed evolution of high performance systems under intense, global competition offer new directions and opportunities for their reinvention. An historical review of scientific management is drawn, the halting and often abortive course of human relations research is traced, and the forces that are likely to shape tomorrow's high performance systems are evaluated in this book.

Managers are repeatedly confronted by the need to decide whether aproposed non-technical program purporting to improve their operations should be accepted or not. This book will put involved personnel on surerfooting in reaching decisions on proposed programs. It updates major information concerning pre-appraisal procedure, brings it together, and focuses on the purpose of preappraisal programs. In its review of research and experiential indications, the volume can provide a better understanding of what influences employee productivity and satisfaction.

This book demonstrates how managers can be more effective in gathering and processing performance information about sub-ordinates, making ratings on performance appraisals and multisource feedback surveys, and feeding back this information in a way that is nonthreatening and leads to productive changes in behavior. It also shows how employees can gather, accept, and use meaningful performance information from appraisals, surveys, and informal discussions to change their own behavior. In doing so, the volume suggests how human resource practitioners and training professionals can help managers give and use feedback more effectively. Five years have elapsed since the first edition of Job Feedback was published. This revision covers the following updates in the field: new theory and research on organizational performance management; new methods for linking strategic planning with individual goal setting and development; the emergence of globalization and cross-cultural factors affecting performance evaluations and the use of technology to collect performance data; and new chapters on person perception, multisource feedback, team feedback, and feedback in multicultural organizations.

There are no standard answers to management problems because management situations are never alike. Problems have multiple solutions, says Callaway, and the outcome in one situation can be different from the outcome in another. Basing his book upon actual management problem scenarios--problems with no best solution, just ranges of possibilities--Callaway demonstrates that every decision carries risk. And to make matters worse, managers rarely have all the decision making information they need. His book brings welcome reassurance to executives and managers everywhere, particularly to those who must walk through the treacherous shifting sands of the new reengineered workplace.

Work Motivation in the Context of a Globalizing Economy evolved from a work motivation conference held in Israel, attended by a group of internationally renowned scholars. These scholars were given the charge of creating a vision of motivation research for the 21st century. Coming from different parts of the world, the scholars represent a wide range of perspectives from the very micro focus on the individual level of motivation, through the meso level of groups and organizations, and up to the macro level of culture. The authors provide an entry to the book by summarizing several mega-trends manifest across all of the chapters and identifying several emerging trends that are left for future research.

This book offers a practical framework for aligning strategic business goals, customer expectations, performance management philosophies, & compensation & rewards systems.

The book begins with a treatment of the role of science and the nature of theory and research. A discussion of the early origins and history of organizational behavior follows. This is the most comprehensive coverage of how organizational behavior emerged and grew. It presents and evaluates the first generation theorists, whose work began during the first 20 years. The subject matter covered is motivation, leadership, and organizational decision making. The institutional culture of organizational behavior is discussed and a vision for the future of the field is stated. Here the early history and the evidence from the theories are brought together in an effort to assess the identity of organizational behavior and where it might be headed.