From Management Goal Setting to Organizational Results: Transforming Strategies into Action

From Management Goal Setting to Organizational Results: Transforming Strategies into Action

From Management Goal Setting to Organizational Results: Transforming Strategies into Action

From Management Goal Setting to Organizational Results: Transforming Strategies into Action

Synopsis

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.

Excerpt

Goal setting has been found to be a powerful management tool for improving performance in most organizational settings, whether private or public. It has worked across the spectrum, for small entrepreneurs and large corporations and for local and national governments. The reason why goal setting works is that it helps to focus effort. By concentrating effort, performance is improved, and improved performance leads to positive results. Goal setting is a technique or a tool, and a part of the management process. It is also a process that can be taught, learned, and applied to the everyday work setting. However, implicit in the goal-setting technique is something that makes it far more than simply another tool for the managerial tool box. Goal setting is based on a results-oriented managerial philosophy. The management philosophy presented in this book hinges on the premise that the primary task of management is to produce positive results and that goal setting is the tool to energize a results-oriented managerial philosophy.

A great benefit of the goal-setting technique beyond producing the positive results is that it also provides a tool to measure them. Goals allow managers to effectively measure performance against the standard of the goal itself. Then, and only then, can managerial effectiveness be assessed. More important, measured goals provide the baseline from which future performance can be managed and improved.

However, goal setting is not sufficient by itself to guarantee results: the goals that are chosen must be the right ones. The question becomes, not only did we accomplish what we set out to do, but also . . .

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