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Outcome statements that define what an organization is trying to accomplish |
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Very precise, time-based, measurable actions that support the completion of a goal |
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Related directly to a goal; clear and concise; stated in terms of results; action verb; deadline; measurable |
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The purpose of goals and objectives |
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Gauge and report performance; Improve performance; Align effort; Manage accountabilities |
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Relatively long-term, and relatively broad |
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Strategic Goals & Objectives |
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Operating Goals & Objectives |
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Immediate timeframe, Relatively specific |
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Peter Drucker; A process in which a manager and an employee agree upon a set of specific performance goals, or objectives, and jointly develop a plan for reaching them |
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Why Manage by Objectives? |
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To ensure that people know what the organization is trying to achieve and what their role should be in accomplishing those objectives |
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Framework designed to translate org's vision and mission statements and overall business strategy into specific, quantifiable goals and objectives and to monitor the organization's performance in terms of achieving those goals |
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Advantages to Balanced Scorecard |
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Ties org's vision, mission, and strategy more clearly to its goals and objectives; moves beyond financial measurement |
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Aims of Performance Evaluations |
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Build trust; maintain credibility; motivate; clarify expectations; identify strengths and weaknesses |
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Negative consequences of avoiding performance review |
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Decreases credibility of management; reduces the org's overall effectiveness; waste's management's time; decreases morale |
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SMART Criteria for Objectives |
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Specific; Measurable; Attainable; Reaslistic; Timely |
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