Peter Drucker 1

You should even go one step further and set S.M.A.R.T goals (Specific, Measurable, Attainable, Relevant and Time-bound), that way you will be able to properly track your progress in meeting your objectives:

There are OBJECTIVES where we can identify what we want to be able to do or to do better.

The objectives are the areas of emphasis within the business. Rather than specific statements with a specific goal, objectives state that the business plans to continue to do quality work in the following areas. These objectives or areas of emphasis need to be attained by discussion and review of the current activities as well as activities in which it would like to participate in the future.

Don't try to use that order M-A/R-S-T is often the best way to write objectives.

The process of formulating objectives requires that I first establish the objective outcome, to be followed by the construction of process objectives. Outcome objectives are statements made that identify expectations of the program, and process objectives clearly state how the service provision will achieved results. Alongside process objectives are specific activities that detail tasks for program implementation (Kettner, et. al, 2013).The five components of objectives are: time frame, identification of the target of the change, the results or outcomes to be achieved, the criteria by which the results will be documented, monitored, or measured, and notification of who is responsible for implementing and measuring the achievement of the objective (Kettner, et. al, 2013). Activities establish the implementation plan clearly, include deadlines, and delegate responsibility.

To make these goals effective and efficient objectives are important. It gives an organization right direction to achieve its goal, that is why organizational objectives should be specific, measurable, achievable, realistic and time bound (SMART).

1. Define your objective. What is your desired end result? You may begin by thinking broadly, but narrow your objective so it’s achievable and, if possible, measurable. How will you know when you’ve achieved your desired result?

Peter Drucker’s management philosophy was, and is still considered to this present day as revolutionary, described as a man ‘Who could see around corners’ Richard Straub briefly discusses how history was a prominent and integral element to all Drucker wrote. The article emphases Drucker’s ambition to shape and influence management theory and practice, he once quoted ‘The best way to predict the future is to create it’. The article outlines not only how Drucker has created management strategies

Since the early 1950’s, management by objectives has been a management principle or theory that has been practice within both private and public sector corporations. It was first publicized by the management expert Peter Drucker in 1954. Starbuck (2012) identified management by objectives as Drucker’s primary sources and contribution to his book “The Practice of Management” following the developments of his ideas in his earlier books such as “The Future of Industrial Man” and “Concept of the Corporation” which were published in 1942 and 1946 respectively. Subsequently, management by objectives has gained an increasing publicity and largely influenced many industrial organisations like Fords and General Motors amongst many others as shown in Peter Starbuck’s case studies (Starbuck, 2012:99) and is currently a taught topic within the academic curriculum for areas such as management and administration.

which organisational aims and objectives are used as a start up for the setting of objectives, for divisions, departments, teams and individuals.

Eliminate management by objectives. According to Deming eliminating management by objective meant understanding how a process is carried out and should not just focus on targets. He believed high targets encourage high output but low- quality. Management needs to provide support and resources to help high production/service level as well as achieve high quality. To him it is important to measure process and not people behind it.

To reach goals planning and control are key concepts. Planning is setting goals and determining how to meet them. The managers of an organization do strategic planning. They consider long term goals of the company. For each divisions and departments their own plans set by middle managers or supervisors. Setting objective is the next step to achieve planed goals. Objectives can be accomplished as a whole or part of the organization. Objectives can be categorize in to various types. Strategic objectives, operational objectives and personal objectives. The effective objectives have following characters. 1. Written 2. Measurable or observable 3. Clear 4. Specific 5. Challenging but achievable.

Another way Asidua set objectives is by setting task specifically suited to the employees skills, knowledge and experience, by doing this employees within Asidua will be given task that they are interested in and it means they will be completed to the best of the persons abilities.

OBJECTIVES: Objectives are the concrete goals of the organization that seeks to reach the target already set. The objectives set are attainable and they monitor the progress and make corrections where needed.

Management by Objectives (MBO) as a concept first appeared in a 1954 book The Practice of Management. The author, Peter Drucker, has since become known as one of the world’s most influential business experts. Aside from developing the ideas around MBO, Drucker has revolutionised the corporate world with his views and theories on essential things such as leadership. His other famous books include The Effective Executive and Management Challenges for 21st Century.