Supervision

CHAPTER 3ESTABLISHING GOALS

Saigon Institute of Technology

Chapter outcomes Define productivity Describe how plans should link from top to

bottom of an organization Identify what is meant by the terms

benchmarking, ISO 9000 series, and six sigma Contrast policies and rules Describe Gantt chart Explain the information needed to create a PERT

chart Describe the four ingredients common to goal

setting programs Define entrepreneurship and explain how it

reflects supervision

Productivity Productivity = Output / (Labor + Capital

+ Materials) Can be applied at three different levels:

Individual Group Organization

Major goal in every organization Important to international

competitiveness

Planning Management functions

Planning Setting goals Establish overall strategy Design systems to integrate and

coordinate activities Organizing Leading Controlling

Planning Planning

Formal Informal

Downside of formal planning Not flexible, too rigid to deal with changing

environment Impossible to develop for dynamic

environment Hinder creativity and intuition Focus on attention on short term success

rather than long term sustainability

Planning

Breadth Strategic: covers entire organization Tactical: covers specific details

Time frame Short term – less than 1 year Intermediate term – 1 to 5 years Long term – over 5 years

Planning

Linking plans from different levels

Top Management

Middle Management

Supervisors

Operative Employees

Strategic

Tactical

Long-term

Short-term

Intermediate term

Planning

Standing plans Policies Procedures Rules

Planning

Single use plans Program Budgets Schedules

Gantt Chart PERT Chart

Planning Continuous improvement

Benchmarking Search for best practices among competitors and

non-competitors ISO 9000 series

Standards from International Organization for Standardization

Ensure processes are in place to ensure quality Six Sigma

Originated from Motorola Data driven / Statistically driven Aim to minimize variations and defects

Goal setting

How are goals defined in your organization?

Traditional goal setting Top down Non-operational – subject to

interpretations and bias

Goal setting (cont.) Effective Goal setting

Goal specificity Participation Time limits Performance feedback

Popular goal setting concept S.M.A.R.T. Goals

Goal setting (cont.)

Class discussion Set your goals for this class

Group or pair discussion Your goal in life

Goal setting (cont.) Debrief / Key learning points

It is hard to set specific, measurable goals It is not always necessary/appropriate to

look for specific, measurable goals Where appropriate, goal setting help

Give clarity and direction Develop commitment and motivation Make evaluation and reward fairer and more

objective