The Hierarchy Of Objectives 5k3hz

The Hierarchy Of Objectives PUSHP TOSHNIWAL (11546) SAMBHAV KUMAR (11631)

CONTENTS 

Introduction



Role And Importance



Criteria To An Objective



Leading Characteristics



Deriving Objectives



Practical Uses



Conclusion

INTRODCTION 

In a broad, unspecific sense objective is “an aim or end of action”



Objectives in the top levels of the hierarchy reflect broad values.



Progress towards these objectives is indicated by progress towards narrower, more specific objectives arrayed under the upper level. Thus, any alternative can be viewed in context of a broader objective to which it contributes, and also to more specific objectives that contribute to it.

Example : An individual might array a series of objectives under the general or fundamental objective to maintain physical fitness: 

maintain physical fitness 



exercise regularly 

jog 3 times a week



do strength training twice weekly

control diet 

limit calories



eat balanced meals

IMPORTANCE OF OBJECTIVES “ Having lost sight of our objective, we redoubled our efforts.” 

Direction



Legitimacy



Coordination



They form Standards



They are Motivators

CRITERIA TO AN OBJECTIVE 

A guide to action.



Suggestive of tools to measure and control effectiveness.



Ambitious enough to be challenging.



Suggest cognizance of external and internal constraints.



Relate to both the broader and more specific objectives.

LEADING CHARACTERISTICS 

Full range of objectives and guiding consideration is distressingly broad.



Rate of change decreases as we go up the scale.



Broad objectives are subject to change in long term.



Debates on how specific an objective should be, is not helpful.



Debates on merit of one type of objective as opposed to another are only meaningful in light of particular circumstances.



Obviousness of the need for stated objectives appears to decrease as we approach the upper end of hierarchy.



Not only guide action but also stimulate it.

DERIVING OBJECTIVES 

ROLE OF CREATIVITY 

Individual who is creative and has had appropriate exposure to the company situation, can be very helpful in creating objectives.



Beware of situations where objectives are set without adequate exposure to both internal and environmental conditions.

Thus, creation of a workable grand design type of objective emerges as an especially creative act.



MOTIVES AND APPEALS 

Higher order personal drives of creative people should be coupled with the objectives of the undertaking for the most effective accomplishment of the mission.



Eric Hoffer suggests that the goals for a large undertaking should be impossible of achievement (e.g. achieving god‟s kingdom on earth) Does this apply to companies in the business world?



F.R. Kappel points out 3 conditions which favor setting the right goal at the right time – 

An instinctive feeling for quality throughout the organization.



Freedom to make some mistakes.



A recognition of the pressure of external factors.





NEED FOR RENEWAL 

Same old objectives repeated over and over again.



“Theory Y” approach

LOCATING RESPONSIBILITY



WORKING UPWARDS APPOACH 

In both business and nonbusiness enterprises, as a practical measure the top of scale is not the only best place to start.



Profit objectives in of growth of earnings per common share are typically the most readily graspable starting point in business.



To work up and down the hierarchy to fill it out one need to understand the value of analysing profit goals.

PRACTICAL USES 

Better Planning



Choice Of Alternatives criteria for choosing from alternate sub-programs : 1.

Importance of proposed program

2.

Feasibility

3.

Cost





Management Development 

Identifying „specific‟ objectives of the individual with objectives of enterprise and measuring their exact success in meeting them.



Working out framework of objectives for whole organization.

Organizational Efficiency 

Rearranging organization structure to conform closely with objectives in various parts of company.



Rearrangement may/may not be appropriate.



Producing desired result at lowest cost.

CONCLUSION 

Need not begin with the broad design of the enterprise, but all objectives in the hierarchy should be consistent with it;



Should make the people in the enterprise reach a bit;



Should be realistic in of internal resources of the enterprise, and the external opportunities, threats, and constraints;



Should take into the creative conception of a range of alternatives and the relative effectiveness and cost of each;



Should be known to each person so that he understands the goals of his own work and how they relate to the broader objectives of enterprise;



Should be periodically reconsidered and redefined, not only to take of changing conditions, but for salutary effect of rethinking the aims of organizational activities.