Connotation of goals

Drucker has a comprehensive description of objective management and self-control in management practices. Every organization and everyone in an enterprise must be responsible for the direct results of the enterprise. In terms of objective management and self-control, we also talked about the obstacles of Objective Management in management personnel specialization, management levels, management class differences, and wage compensation, however, we must be aware that the biggest advantage of target management is that it enables a manager to control his or her achievements. Self-control means stronger motivation: a desire to do the best, not perfunctory. So I want to talk about the meaning of the target.

1. The goal must come from the purpose and mission of the enterprise, that is, what is the enterprise and what should it do? Enterprise achievements come from the realization of customer needs, and the customer and market have created enterprise values. Therefore, the strategic objectives of enterprises can also be market-driven and customer-driven.

2. Goals must be quantifiable and output-specific, with emphasis on better integration of goals and processes. In the process of achieving the goal, you must abide by the appropriate game rules and output the corresponding deliverables. Especially for the definition and implementation of the stage goals that have been decomposed from the strategic objectives of the enterprise to the process. Enterprises also need to define their objectives for innovation, and they also need to consider quantification as much as possible.

3. The target must be temporary and time-limited, for example, at which point it must be completed. Only in this way can each person be better motivated to achieve their goals. For a long-cycle goal, we need to consciously break down the goal. The decomposition standard is to make it easier for us to control the implementation of the goal and to make the progress of achieving the goal visible.

4. The mission of an enterprise is to create value and benefits before it can talk about taking social responsibility. Therefore, the goal must be a legitimate pursuit of profit maximization. For different managers, the difference lies only in the pursuit of short-term or long-term profit maximization, this involves a multi-objective balance. Therefore, the goal after decomposition must reflect the value and contribution to the enterprise. We have set up a skill improvement goal for our employees. However, if this goal cannot be reflected in productivity and quality improvement, or the value created for the enterprise, then it is meaningless.

5. to do a good job, a person must first figure out why to do it. The goal is to make us take the initiative from passive, emergency, unplanned, and stressful work models, foresight and goal-driven work model transformation. With the goal, we can have a detailed plan, and with the plan, we can have enough action to have the continuous self-motivation and improvement mentioned in the PDCA circle. If you have no plans or goals, you may not be clear about your current position and position even if you are proactive.

6. Target Management assume that people are willing to take responsibility, make contributions, and make achievements. This is the same idea that agile project management emphasizes the importance of teams and people. For knowledge managers, We should apply this assumption more to create a better working environment and team to promote this assumption. Here, we must also see that goal management still requires strict discipline, emphasizing that discipline is for the team and people to gain greater freedom and more efficient collaboration.

7. enterprise goals, team goals, and individual goals must be considered in a consistent and collaborative manner. The performance based on the balanced scorecard is also based on this principle. The effect of good collaboration is that they are not in conflict. For example, improving employee skills and career development will bring higher productivity.