Connecting workers to the mission of the organization should be the most important result of any goal setting process. But all too often, it becomes an exercise which too few people own, making it ineffective as a tool to guide organizational results. Here is a simple strategic plan for the human body. Its not perfect but is a simple example showing the linkages between its components. Vision, mission, goals, objectives, and activities within the strategic plan can be thought of as a cone of specificity flowing downward from the vision, which is broad, down to an activity, which is specific.
It is important that employees see the "Big Picture" and understand how what they do relates to organizational mission and goals. One of the ways managers can facilitate this understanding is through the mutual setting of employee objectives (standards) which relate to unit objectives (standards) and thus contribute to organizational mission. Such a procedure can serve to motivate, evaluate, and afford meaningful feedback about employee job performance. Further, it can integrate the individual and the organization and provide a useful communication channel between manager and employee.
(A) Mission: A statement which gives an organization's reason
for being; why it exists.
(B) Goal: A broad directional statement of emphasis or intent
to do or accomplish something in the future.
(C) Objective: A desirable specific output or result which
is measurable, observable, or identifiable, with a time-table and a person
who is accountable or responsible for its accomplishment. It should be
one sentence long and possess all three parts. (Administrative units can
also have objectives.)
(D) Action Plan: A written design or proposal of certain
activities which contributes to the accomplishment of an objective.
(E) Activity: An action or input which contributes to
the accomplishment of an action plan.
A STRATEGIC PLAN FOR THE HUMAN BODY
VISION: A well balanced, loving, caring, knowledgeable, healthy being
capable of self sufficiency and
contributing to the office, a profession, and to society.
MISSION: To increase the overall balance of mind, body and soul.
To increase capacity of productivity,
earning potential and compassionate behavior. To continually
improve.
GOALS FOR THE YEAR:
To Develop Strengths
Take Action On All Opportunities For Growth
Increase Knowledge
Increase Empathy
Increase Marketability
Increase Wellness
Increase Charity Of Time And Money
OBJECTIVES:
Identify Three Strengths During Month Of November
Improve Each Of The Three Strengths By Ten Percent
By January
Take One Class For One Opportunity For Growth
Read One Book Every Three Months
Watch The “Grapes Of Wrath” And “Do The Right Thing”
This Month
Build And Maintain Vita By December
Workout Three Times Each Week
Volunteer One Weekend Per Month
ACTIVITIES:
Spend Time Being Introspective
Study
Read
Attend Classes
Watch Movies
Update Vita
Exercise
Walk
Ride Bikes
Eat
Drink
MEASURES:
INPUTS:
Words, Air, Calories, Carbohydrates, Ounces, Milligrams, Books, Tv
Programs, Radio Programs, Audio Tapes
OUTPUTS:
Books Read, Carbon Dioxide, Ounces, Sweat, Money, Time Spent On Charity,
Love, Mortgage Payments, Bill
Payments, And Answers.
OUTCOMES:
Credit Card Balances Up Or Down, Being Identified As A Resource And
Being Asked For Advice, Number Of
People Benefiting From Charity, Bank Accounts Up Or Down, Ability To
Stay Awake And Alert During The Day,
Ability To Accomplish Many Things Per Day, Number Of New Job Prospects,
Normal Blood Tests, Normal
X-rays, Feeling Of Health From One To Ten, Feeling Of Happiness From
One To Ten, And Number Of Healthy
Relationships
"Strategic Plan For The Human Body" © By Me and My Classes
This list is useful in this process
Identify your Customers
Define the customer's needs and expectations by asking them
What are the quality attributes (accuracy, consistency, clarity, responsiveness)
that must be satisfied to meet the customer's expectations and requirements?
The answers to this question may be obtained from customer surveys,
customer focus groups, user panels.
Define the work process that provides the product, service, or sanction
Define the system, Subsystems, work systems, and Work processes that
provide the service to customer. Develop a flow chart of the work
process.
Identify the value-added points in the work process.
Each value added point is an intermediate output with internal customers.
Determine the needs and expectations of each internal customer.
Develop quality measures of indicators
Each value added point is a positive control point for measuring quality.
For each control point identify the variations that produce problems in
meeting customer's needs and expectations
Review the quality measures. Useful measures will meet the following general criteria:
• They are at a positive control point
• They are a controllable activity
• It is feasible to obtain data needed to measure variability
• Users of the measure have been consulted
• All quality terms have been clearly defined
Finally, do not try to construct "perfect" measures. Get a measure
that engages the process owners, suppliers, and customers in a learning
dialog. Get a measure that provides a motivational challenge for
the people involved in the process. Over time, you will develop a
measure that also provides the necessary control for the process.
What Are Criteria For Useful Objectives?
Two Memorable Measures: "ROOTS" and "SMART"
R Responsibility WHO is responsible or accountable?
O Outcome WHAT will be done (output, result, or product)?
O Observable HOW will we know it has been done?
T Timetable WHEN will it be done?
S Standard HOW WELL will it be done?
S Specific WHAT is it?
M Measurable HOW will we measure it?
A Achievable HOW do we know it can be done?
R Responsibility WHO will do it?
T Timetable WHEN will it be done?
HOW DOES PBB FIT IN WITH STRATEGIC PLANING AND GOAL SETTING?
MEASUREMENT MY FRIEND!!!!!!!
When talking about PBB and the strategic planning process, a theme
that keeps popping out in the discussion
is that of being connected to the mission of the organization.
Using PBB to achieve organizational objectives
and goals ultimately helps the organization meet the mission(or creates
opportunities for people to contribute
to meeting the mission through ownership and commitment), but all too
often the right people are not
included(hence no ownership). Another common malady is that we
get the "right people" and because we
have the "right people" not enough people are included and consequently
awareness of how people fit into
the picture and how our work contributes to attaining the mission is
generally not understood nor known. It
is not easy to include as many people as an organization should involve
into the development of measures.
By definition, you can't include enough of the people. The degree
to which an organization wants its people
to "own" and be committed to its mission is directly related to the
number of employees included in
developing outcome measures for the organization's performance.
CONTINUOUS IMPROVEMENT is the
leadership extension of -or- the "What Now" aspect of management.
If people don't feel ownership in what they do, what then is the incentive
for getting better at it???? Because
public service attracts people who want to make a difference, the debilitating
nature of the command and
control mentality is out weighed by their sense of giving. It
may be that public servants derive their
motivation to continue working from their ideal in spite of the demotivating
pressures of bureaucratic
systems. The implications are that we are locking down the potential
of our people in these organizations
and not allowing our organizations to be all they can be.
The answer to PBB and strategic planning is that everyone in the organization
should be involved, thereby
creating ownership, and multiplying commitment to continuous improvement
(in varying degrees according to
work process).
Here is a link on Delegation:
http://www.effectivemeetings.aa.psiweb.com/gazette/index.html
Some Links To Goal Setting: This Is A Mixed Bag Of Links
http://www.positivechanges.com/Destiny.html
http://www.mymotivator.com/
http://www.goalsetting.com/
http://www.webhelp.com/intro1.html
http://www.mindtools.com/goalsett.html
http://www.timedoctor.com/
http://www.businessplansinc.net/
http://www.onbusiness.net/novatrain/trainerindexes/motivation.html
http://128.100.159.139/FIS/IMIO/Process.Model.IM.html
http://www.teamlogisticscorp.com/lshift03.htm
http://www.icaniwill.com/html/test1.html
http://vortex.fullerton.edu/gmanoochehri/mgt339/Dchotln/DSC7h.htm
http://www.florida-speakers.com/s16.htm
http://www.rethink-group.com/netscape/west/strategic.html
http://www.novatrain.com/trainers/joanpastor.html
http://www.npr.gov/library/papers/benchmrk/customer.html
Try some of these out and let me know which ones I should drop or which
ones I should add:
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