Description
In everyday conversation many people use the terms goals and objectives interchangeably; however, there is a difference between the two terms, and this difference is especially important for any health care organization.
In this Discussion, you will refer back to the health care organization that you previously selected and worked with in Week 2. You will analyze the goals and objectives for that health care organization, if they exist, and create them if they don’t exist. The object of this exercise is to determine how well the company’s goals and objectives align with its values, vision and mission statements.
To prepare for this Discussion:
- Review this week’s Learning Resources.
- Refer back to the health care organization you selected for the Week 2 Discussion.
If the organization from Week 2 has goals and objectives:
Post a brief description of the organization’s goals and objectives, and the differences between the two. Include a link to the document containing them. Then, evaluate whether those goals and objectives are meaningful as part of the strategic planning process, and how those goals and objectives are meaningful. Finally, compose or modify one goal and one objective you determine need improvement. If you feel none need improvement then create a supplemental goal or objective for the health care organization. Justify why the goal and objective you propose are better than those that already exist and why they are meaningful to guiding the organization.
If the organization from Week 2 does not have goals and objectives or only has goals indicated:
Post two goals and two objectives you develop for that health care organization or a copy of the goals and three objectives you create. Then, explain why they are meaningful and appropriate to the health care organization’s strategic planning efforts.
http://thinkexist.com/quotation/what_do_you_want_to_achieve_or_avoid-the_answers/298582.html
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3.pdf
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3a.pdf
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3b.pdf
Setting effective goals and objectives in safety and health programs
Pierce, F David
Occupational Hazards; Oct 1995; 57, 10; ProQuest Central
pg. 169
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Setting Goals & Objectives Training
Introduction
Of all the functions involved in management, planning is the
most important. As the old saying goes, “Failing to plan is
planning to fail”. Setting goals and objectives is the first and
most critical step in the planning process. Employers need to
be sure all employees are well trained in how to set these
important performance measurements.
This sample presentation is intended for presentation to all
employees. It is designed to be presented by an individual who
has knowledge of the basics of setting goals and objectives, of
the employer’s own policies and practices on goals and
objectives setting, tactical and strategic planning, and
performance management. This is a sample presentation that
must be customized to include and match the employer’s own
policies and practices.
©SHRM 2008
2
Objectives
At the close of this session, you will be able to:
•
Recognize the difference between goals and objectives
•
Understand the importance of setting goals and objectives
•
Describe how goals and objectives are set at (name of company)
•
State what SMART objectives are
©SHRM 2008
3
Goals vs. Objectives
Although the terms “goals” and “objectives” are often
used interchangeably, there is a difference between them:
Goals
Objectives
•
•
•
•
•
•
•
•
•
•
General
Intangible
Broad
Abstract
Strategic – long-range direction,
set by top executives
©SHRM 2008
Specific
Measurable
Narrow
Concrete
Tactical – short-range, set by
mangers to accomplish goals
4
Quiz – Goals vs. Objectives
Which of these are goals and which are objectives?
1.
2.
3.
4.
Increase profitability
Improve community relations
Provide short-term disability insurance to employees by mid-year
Improve employee computer skills
*Note to presenter: Ask “Is this a goal or an objective?”
If a goal, ask what the related objective would be –
if an objective, ask what the general goal might be
©SHRM 2008
5
Importance of Setting Goals & Objectives
•
Planning is the most important management function.
>
•
As the old quote goes, “Failing to plan is planning to fail”
Setting goals and objectives is important because it is the first
and most critical step in a company’s planning process.
©SHRM 2008
6
How We Set Goals & Objectives
•
At (name of company) top management establishes our
corporate goals each year and for the next 3-5 years as part of
the company’s strategic plan.
•
Under our Management by Objectives (MBO) process,
individual managers use these goals to set their departmental
objectives, their own objectives, and their employee’s individual
objectives.
•
We evaluate quality of performance of managers and
employees based primarily on their accomplishment of these
objectives.
©SHRM 2008
7
SMART Objectives
At (name of company) we set SMART Objectives:
S Specific
M Measurable
A Achievable
R Realistic
T Time-oriented
©SHRM 2008
8
Specific Objectives
Specific objectives are:
•
•
•
•
•
•
Concrete
Detailed
Focused
Well-defined
Straight-forward
Action-oriented
©SHRM 2008
9
Specific Objectives cont’d.
When setting objectives that are specific, ask:
•
•
•
•
•
What am I going to do? Use action verbs such as develop, execute,
conduct, build
Why is it important to do this?
Who is going to be involved?
When do I want this to be completed?
How am I going to do this?
©SHRM 2008
10
Measurable Objectives
•
Measurements for objectives help you know when you have
accomplished them.
•
If you set an objective that is measurable, when you complete it
you have tangible evidence of completion.
©SHRM 2008
11
Measurable Objectives cont’d.
When setting objectives that are measurable, ask:
•
•
How will I know when this objective has been achieved?
What measurements can I use?
©SHRM 2008
12
Achievable Objectives
•
Achievable objectives are those that you can actually
accomplish (something you can really do within the time frame
set) and not an aspiration or vision.
•
Achievable objectives need to challenge you but not so much
so as to be unattainable or to cause frustration in being unable
to complete.
©SHRM 2008
13
Realistic Objectives
Realistic objectives are those that you have the resources
to accomplish including:
Skills
> Funding
> Equipment
> Staff
>
©SHRM 2008
14
Realistic Objectives cont’d.
When setting objectives that are realistic, ask:
Do I have the resources to accomplish?
> Do I need to rearrange my priorities to accomplish?
> Is it possible to complete this objective?
>
©SHRM 2008
15
Time-Oriented Objectives
•
Time-oriented objectives are those which have deadlines for
completion. The time frames create sufficient urgency and lead
to action.
•
The deadlines, just as with overall objectives, must be
achievable and realistic.
•
For a complex objective, break into small parts with a date for
completion for each.
©SHRM 2008
16
Time-Oriented Objectives cont’d.
When setting objectives that are time-oriented, ask:
What is the earliest yet achievable and realistic date for this
objective to be completed?
> Have I included this date in the statement of the objective?
>
©SHRM 2008
17
Summary
Although the terms “goals” and “objectives” are often used
interchangeably, there are significant differences:
>
Goals are general, intangible, broad, abstract, and long-range
directions generally set by top executives
>
Objectives are specific, measurable, narrow, concrete, and are
short-range plans generally set by managers to accomplish goals.
©SHRM 2008
18
Summary cont’d.
•
Setting goals and objectives is important because it is the first
and most critical step in the planning process.
•
Under our MBO process, top management sets our corporate
goals. Managers use these goals to set department objectives,
their own objectives and their employees’ objectives.
©SHRM 2008
19
Summary cont’d.
At (name of company) we set SMART Objectives
S Specific
M Measurable
A Achievable
R Realistic
T Time-oriented
©SHRM 2008
20
Questions?
Comments?
©SHRM 2008
21
Course Evaluation
Please be sure to complete and leave the evaluation sheet you
received with your handouts.
Thank you for your attention and interest!
©SHRM 2008
22
Purchase answer to see full
attachment
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3.pdf
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3a.pdf
https://www.cdc.gov/healthyyouth/evaluation/pdf/brief3b.pdf
Setting effective goals and objectives in safety and health programs
Pierce, F David
Occupational Hazards; Oct 1995; 57, 10; ProQuest Central
pg. 169
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Setting Goals & Objectives Training
Introduction
Of all the functions involved in management, planning is the
most important. As the old saying goes, “Failing to plan is
planning to fail”. Setting goals and objectives is the first and
most critical step in the planning process. Employers need to
be sure all employees are well trained in how to set these
important performance measurements.
This sample presentation is intended for presentation to all
employees. It is designed to be presented by an individual who
has knowledge of the basics of setting goals and objectives, of
the employer’s own policies and practices on goals and
objectives setting, tactical and strategic planning, and
performance management. This is a sample presentation that
must be customized to include and match the employer’s own
policies and practices.
©SHRM 2008
2
Objectives
At the close of this session, you will be able to:
•
Recognize the difference between goals and objectives
•
Understand the importance of setting goals and objectives
•
Describe how goals and objectives are set at (name of company)
•
State what SMART objectives are
©SHRM 2008
3
Goals vs. Objectives
Although the terms “goals” and “objectives” are often
used interchangeably, there is a difference between them:
Goals
Objectives
•
•
•
•
•
•
•
•
•
•
General
Intangible
Broad
Abstract
Strategic – long-range direction,
set by top executives
©SHRM 2008
Specific
Measurable
Narrow
Concrete
Tactical – short-range, set by
mangers to accomplish goals
4
Quiz – Goals vs. Objectives
Which of these are goals and which are objectives?
1.
2.
3.
4.
Increase profitability
Improve community relations
Provide short-term disability insurance to employees by mid-year
Improve employee computer skills
*Note to presenter: Ask “Is this a goal or an objective?”
If a goal, ask what the related objective would be –
if an objective, ask what the general goal might be
©SHRM 2008
5
Importance of Setting Goals & Objectives
•
Planning is the most important management function.
>
•
As the old quote goes, “Failing to plan is planning to fail”
Setting goals and objectives is important because it is the first
and most critical step in a company’s planning process.
©SHRM 2008
6
How We Set Goals & Objectives
•
At (name of company) top management establishes our
corporate goals each year and for the next 3-5 years as part of
the company’s strategic plan.
•
Under our Management by Objectives (MBO) process,
individual managers use these goals to set their departmental
objectives, their own objectives, and their employee’s individual
objectives.
•
We evaluate quality of performance of managers and
employees based primarily on their accomplishment of these
objectives.
©SHRM 2008
7
SMART Objectives
At (name of company) we set SMART Objectives:
S Specific
M Measurable
A Achievable
R Realistic
T Time-oriented
©SHRM 2008
8
Specific Objectives
Specific objectives are:
•
•
•
•
•
•
Concrete
Detailed
Focused
Well-defined
Straight-forward
Action-oriented
©SHRM 2008
9
Specific Objectives cont’d.
When setting objectives that are specific, ask:
•
•
•
•
•
What am I going to do? Use action verbs such as develop, execute,
conduct, build
Why is it important to do this?
Who is going to be involved?
When do I want this to be completed?
How am I going to do this?
©SHRM 2008
10
Measurable Objectives
•
Measurements for objectives help you know when you have
accomplished them.
•
If you set an objective that is measurable, when you complete it
you have tangible evidence of completion.
©SHRM 2008
11
Measurable Objectives cont’d.
When setting objectives that are measurable, ask:
•
•
How will I know when this objective has been achieved?
What measurements can I use?
©SHRM 2008
12
Achievable Objectives
•
Achievable objectives are those that you can actually
accomplish (something you can really do within the time frame
set) and not an aspiration or vision.
•
Achievable objectives need to challenge you but not so much
so as to be unattainable or to cause frustration in being unable
to complete.
©SHRM 2008
13
Realistic Objectives
Realistic objectives are those that you have the resources
to accomplish including:
Skills
> Funding
> Equipment
> Staff
>
©SHRM 2008
14
Realistic Objectives cont’d.
When setting objectives that are realistic, ask:
Do I have the resources to accomplish?
> Do I need to rearrange my priorities to accomplish?
> Is it possible to complete this objective?
>
©SHRM 2008
15
Time-Oriented Objectives
•
Time-oriented objectives are those which have deadlines for
completion. The time frames create sufficient urgency and lead
to action.
•
The deadlines, just as with overall objectives, must be
achievable and realistic.
•
For a complex objective, break into small parts with a date for
completion for each.
©SHRM 2008
16
Time-Oriented Objectives cont’d.
When setting objectives that are time-oriented, ask:
What is the earliest yet achievable and realistic date for this
objective to be completed?
> Have I included this date in the statement of the objective?
>
©SHRM 2008
17
Summary
Although the terms “goals” and “objectives” are often used
interchangeably, there are significant differences:
>
Goals are general, intangible, broad, abstract, and long-range
directions generally set by top executives
>
Objectives are specific, measurable, narrow, concrete, and are
short-range plans generally set by managers to accomplish goals.
©SHRM 2008
18
Summary cont’d.
•
Setting goals and objectives is important because it is the first
and most critical step in the planning process.
•
Under our MBO process, top management sets our corporate
goals. Managers use these goals to set department objectives,
their own objectives and their employees’ objectives.
©SHRM 2008
19
Summary cont’d.
At (name of company) we set SMART Objectives
S Specific
M Measurable
A Achievable
R Realistic
T Time-oriented
©SHRM 2008
20
Questions?
Comments?
©SHRM 2008
21
Course Evaluation
Please be sure to complete and leave the evaluation sheet you
received with your handouts.
Thank you for your attention and interest!
©SHRM 2008
22
Purchase answer to see full
attachment
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