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    The Hierarchy of Objectives

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    Pushp Toshniwal
    The document discusses the hierarchy of objectives and its importance in organizations. It defines objectives as aims or ends of action, with top-level objectives reflecting broad values and lower objectives contributing to higher ones. Objectives provide direction, legitimacy, coordination, standards, and motivation. They should guide action, allow progress measurement, be ambitious yet consider constraints. Broad objectives are subject to long-term change and debates on their specificity are not helpful without context. Objectives stimulate action and renewal but must be consistent with the organization's design and resources.

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    The Hierarchy of Objectives

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    Pushp Toshniwal
    468 views14 pages
    The document discusses the hierarchy of objectives and its importance in organizations. It defines objectives as aims or ends of action, with top-level objectives reflecting broad values and lower objectives contributing to higher ones. Objectives provide direction, legitimacy, coordination, standards, and motivation. They should guide action, allow progress measurement, be ambitious yet consider constraints. Broad objectives are subject to long-term change and debates on their specificity are not helpful without context. Objectives stimulate action and renewal but must be consistent with the organization's design and resources.

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    The document discusses the hierarchy of objectives and its importance in organizations. It defines objectives as aims or ends of action, with top-level objectives reflecting broad values and lower objectives contributing to higher ones. Objectives provide direction, legitimacy, coordination, standards, and motivation. They should guide action, allow progress measurement, be ambitious yet consider constraints. Broad objectives are subject to long-term change and debates on their specificity are not helpful without context. Objectives stimulate action and renewal but must be consistent with the organization's design and resources.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    468 views14 pages

    The Hierarchy of Objectives

    Uploaded by

    Pushp Toshniwal
    The document discusses the hierarchy of objectives and its importance in organizations. It defines objectives as aims or ends of action, with top-level objectives reflecting broad values and lower objectives contributing to higher ones. Objectives provide direction, legitimacy, coordination, standards, and motivation. They should guide action, allow progress measurement, be ambitious yet consider constraints. Broad objectives are subject to long-term change and debates on their specificity are not helpful without context. Objectives stimulate action and renewal but must be consistent with the organization's design and resources.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    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 gods 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 terms 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. 2.

    Importance of proposed program 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 terms of internal resources of the enterprise, and the external opportunities, threats, and constraints; Should take into account 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 account of changing conditions, but for salutary effect of rethinking the aims of organizational activities.

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