Smart theory - scientifically setting performance objectives - objective management

<section id="nice" style="font-size: 16px; padding-right: 10px; padding-left: 10px; word-break: break-word; overflow-wrap: break-word; line-height: 1.25; font-family: Optima-Regular, Optima, PingFangTC-Light, PingFangSC-light, PingFangTC-light; letter-spacing: 2px; background-image: linear-gradient(90deg, rgba(50, 0, 0, 0.05) 3%, rgba(0, 0, 0, 0) 3%), linear-gradient(360deg, rgba(50, 0, 0, 0.05) 3%, rgba(0, 0, 0, 0) 3%); background-size: 20px 20px; background-position: center center;"><h2 style="font-weight: bold; font-size: 22px; margin-top: 20px; margin-right: 10px; margin-bottom: 0px;"><span style="display: none;"></span><span style="font-size: 18px; display: inline-block; padding-left: 10px; border-left: 5px solid rgb(145, 109, 213);">Smart theory - scientifically setting performance objectives - objective management</span></h2> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Smart principle (s = specific, M = measurable, a = attachable, r = relevant, t = time bound) is to facilitate employees to work more clearly and efficiently, and to provide assessment objectives and assessment standards for managers to implement performance assessment for employees in the future, so as to make the assessment more scientific and standardized and ensure the fairness, openness and fairness of the assessment.</p> <ul style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; font-size: 15px; list-style-type: circle;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><ol style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; color: black; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Performance indicators must be specific</section></li></ol> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><ol start="2" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; color: black; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Performance indicators must be measurable</section></li></ol> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><ol start="3" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; color: black; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Performance indicators must be attainable</section></li></ol> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><ol start="4" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; color: black; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Performance indicators should be relevant to other objectives, team or their own jobs</section></li></ol> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><ol start="5" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; color: black; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Performance indicators must have a clear time bound</section></li></ol> </section></li></ul> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Both the work objectives of the team and the performance objectives of employees must comply with the above principles, and none of the five principles is indispensable.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">The formulation process is also a process of continuous growth of their own ability. Managers must work with employees to improve their performance ability in the process of continuously formulating high-performance goals.</p> <ul style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; font-size: 15px; list-style-type: circle;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; color: black; word-spacing: 2px;">S stands for specific, which means that the performance appraisal should focus on specific work indicators, not general;</p> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; color: black; word-spacing: 2px;">M stands for measurable, which means that the performance indicators are quantitative or behavioral, and the data or information of these performance indicators can be obtained;</p> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; color: black; word-spacing: 2px;">A stands for achievable, which means that the performance indicators can be achieved with efforts to avoid setting too high or too low goals;</p> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; color: black; word-spacing: 2px;">R stands for relevance, which means that the performance indicator is associated with other objectives of the work; Performance indicators are related to their own work;</p> </section></li><li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;"><p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; color: black; word-spacing: 2px;">T stands for time bound, focusing on the specific deadline for completing the performance indicators.</p> </section></li></ul> <h2 style="font-weight: bold; font-size: 22px; margin-top: 20px; margin-right: 10px; margin-bottom: 0px;"><span style="display: none;"></span><span style="font-size: 18px; display: inline-block; padding-left: 10px; border-left: 5px solid rgb(145, 109, 213);">Examples</span></h2> <h3 style="margin-top: 30px; margin-bottom: 15px; font-size: 16px; font-weight: bold; text-align: center;"><span style="display: none;"></span><span style="border-bottom: 2px solid #d89cf6;">Explicit</span><span style="display: none;"></span></h3> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">The telephone system maintainer at the front desk told her to ensure high-quality service.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">What is quality service? Very vague.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Be specific, for example, ensure the response to emergencies within 4 hours of normal working hours.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">So what is an emergency, but also a specific definition: for example, a quarter of the internal extension is paralyzed.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">If you don't specify these clearly, everyone will quarrel at that time.</p> <h3 style="margin-top: 30px; margin-bottom: 15px; font-size: 16px; font-weight: bold; text-align: center;"><span style="display: none;"></span><span style="border-bottom: 2px solid #d89cf6;">Quantifiable</span><span style="display: none;"></span></h3> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">The tasks of some jobs are easy to quantify. The typical ones are the sales indicators of salespeople. If they do it, they do it. If they don't, they don't.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">For some posts, the work tasks are not easy to quantify, such as R &amp; D (R &amp; D department), but they should be quantified as much as possible. There can be many quantitative methods.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">A lot of administrative work is very trivial and difficult to quantify. For example, the requirement for the front desk: to answer the phone well - how can this be quantified and specific?</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Then the solution is: there are requirements for the answering speed, which is usually understood as "three tone starting". When a phone call comes in and rings the third time, you have to pick it up. Don't let it ring any longer, lest the caller wait too long.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">One of the assessment indicators of the front desk is "polite and professional reception". How can we be polite and professional?</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Some employees reported that the front desk reception was not polite enough. Sometimes visitors stood at the front desk for several minutes without being greeted - but the front desk felt that they tried their best. How to assess this?</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Sometimes the front desk is very busy. She may be answering a phone call that can't be sent in a few words, and the courier asks her to sign for it. At this time, the visitors standing next to her may wait for a few minutes and haven't been answered.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Then the front desk should take the time to ask the visitors to sit down on the sofa next to them and wait a moment, and then continue to deal with the phone in hand, rather than deal with the next thing after finishing what they have done. That's professional.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Another example is what is politeness? It should be stipulated to use standard answering terms. You can't answer with "hello" at the front desk. Report in the morning: Good morning, XX company; Good afternoon, XX company; Speak fast or slow.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Therefore, without quantification, it is difficult to measure how well the front desk answers the phone and receives visitors.</p> <h3 style="margin-top: 30px; margin-bottom: 15px; font-size: 16px; font-weight: bold; text-align: center;"><span style="display: none;"></span><span style="border-bottom: 2px solid #d89cf6;">Attainable</span><span style="display: none;"></span></h3> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Determine the achievable objectives through the existing time planning and execution, as well as the availability of external relevant personnel and materials.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">It is unrealistic for you to let a junior high school graduate without any English level reach CET4 within one year. Such a goal is meaningless; However, if you let him win a Book of new concepts within a year, it will be possible to achieve it. The fruit he can get after jumping up hard is the meaning.</p> <h3 style="margin-top: 30px; margin-bottom: 15px; font-size: 16px; font-weight: bold; text-align: center;"><span style="display: none;"></span><span style="border-bottom: 2px solid #d89cf6;">Relevance</span><span style="display: none;"></span></h3> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">After all, it is the setting of work objectives, which should be related to the post responsibilities, and don't get off the subject. For example, if you ask a receptionist to learn some English so that she can use it when answering the phone, it's very good. If you ask her to learn six sigma, it's more off topic.</p> <h3 style="margin-top: 30px; margin-bottom: 15px; font-size: 16px; font-weight: bold; text-align: center;"><span style="display: none;"></span><span style="border-bottom: 2px solid #d89cf6;">Timeliness</span><span style="display: none;"></span></h3> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">For example, you and your subordinates agree that he should make his English reach CET-4. You usually ask him if he is studying? He said he had been learning. Then by the end of the year, it was no fun to find that he was still hovering at level 2 and level 3. It must be stipulated. For example, he must pass CET-4 in the third quarter of this year. Set a reasonable deadline for the completion of the goal that everyone agrees.</p> <h2 style="font-weight: bold; font-size: 22px; margin-top: 20px; margin-right: 10px; margin-bottom: 0px;"><span style="display: none;"></span><span style="font-size: 18px; display: inline-block; padding-left: 10px; border-left: 5px solid rgb(145, 109, 213);">Theoretical basis</span></h2> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">After target management was put forward, it spread rapidly in the United States. At a time when the western economy changed from recovery to rapid development after the Second World War, enterprises urgently needed to adopt new methods to mobilize the enthusiasm of employees to improve their competitiveness. The emergence of target management came into being and was widely used. It was soon imitated by enterprises in Japan and Western European countries and became popular in the world management circle. The specific forms of target management are various, but its basic content is the same. The so-called objective management is a procedure or process, which enables the superior and subordinate in the organization to negotiate together, determine the overall objectives of the organization within a certain period according to the organization's mission, determine the responsibilities and sub objectives of the superior and subordinate, and take these objectives as the standard for the organization's operation, evaluation and reward of each unit and individual contribution.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">The guiding ideology of management by objectives is based on y theory, that is, people can be responsible for themselves under the condition of clear objectives. The specific method is the further development of Taylor's scientific management. Compared with the traditional management mode, it has distinct characteristics, which can be summarized as follows:</p> <ol style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Pay attention to human factors.</section></li></ol> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Objective management is a participatory, democratic and self-control management system. It is also a management system that combines individual needs with organizational objectives. Under this system, the relationship between superiors and subordinates is equality, respect, dependence and support, and subordinates are conscious, autonomous and autonomous after they promise goals and are authorized.</p> <ol start="2" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Establish target chain and target system.</section></li></ol> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Through a specially designed process, objective management decomposes the overall objectives of the organization level by level and converts them into sub objectives of each unit and each employee. From organizational goals to business unit goals, then to departmental goals, and finally to personal goals. In the process of goal decomposition, rights, responsibilities and interests have been clear and symmetrical to each other. These goals are in the same direction, linked and cooperate with each other to form a coordinated and unified goal system. Only when each person has completed his own sub goals can the overall goal of the whole enterprise be expected to be completed.</p> <ol start="3" style="margin-top: 8px; margin-bottom: 8px; padding-left: 25px; font-size: 15px;"> <li><section style="margin-top: 5px; margin-bottom: 5px; line-height: 26px; color: rgb(1, 1, 1); font-size: 14px;">Value results</section></li></ol> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Objective management starts with the formulation of objectives and ends with the assessment of the completion of objectives. Work achievement is the standard to evaluate the completion degree of objectives, the basis for personnel assessment and award evaluation, and the only symbol to evaluate the performance of management work. As for the specific process, ways and methods to achieve the goal, the superior did not intervene much. Therefore, under the objective management system, there are few components of supervision, but the ability to control the realization of objectives is very strong.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">The concept of "management by objectives" was first put forward by management expert Peter Drucker in his famous book "management practice" in 1954, and then he put forward the idea of "management by objectives and self-control". Drucker believes that it is not only with work that there is a goal, but on the contrary, with a goal, everyone's work can be determined.</p> <p style="padding-top: 8px; padding-bottom: 8px; line-height: 26px; font-size: 14px; word-spacing: 2px;">Therefore, "the mission and task of the enterprise must be transformed into goals". If there is no goal in a field, the work in this field must be ignored. Therefore, managers should manage their subordinates through objectives. When the top managers of the organization have determined the organizational objectives, they must effectively decompose them and transform them into sub objectives of various departments and individuals. Managers assess, evaluate, reward and punish their subordinates according to the completion of sub objectives.</p></section>