Managing Performance By Dr Jo Alleyne SETTING OBJECTIVES Managing Performance By Dr Jo Alleyne

Negotiated Objectives Negotiating objectives is a method of setting goals. An objective is a clear statement of what you, your team or your organisation plan to achieve in the future, they should be SMART

Why set Objectives To clarify what you are working towards & when you will complete your tasks. Translates organisational objectives into more specific team or dept objectives which will assist staff to focus their work Create the opportunity for 2 way negotiation in agreeing objectives Clarifies responsibility, authority &accountability

ACTIVITY 1 You are clear about your own responsibility & authority You know what your organisation is trying to achieve Yes/No

You are clear about what your team is trying to achieve All the necessary resources are available Team members know what is expected of them Yes/no Yes/No Yes /No

Team members know to whom they are accountable The line of authority is clear At the end of the year you take stock of achievements Yes / No Yes/No

SUMMARISE Objectives Resources Lines of Responsibility Communications

RESOURCES T – Time, Reputation, Culture H – Human E – Equipment, Estates, Energy I – Information M –Materials M – Money (Ref Jumaa, 2005)

7 Ss STRATEGY STRUCTURE SYSTEMS SHARED STAFF SKILL STYLE VALUES (Peters & Waterman, 1983, In Search of Excellence)

How would having specific objectives help you as a manager?

Deciding on Objectives Identify the expected outcomes/behaviour Describe the conditions under which staff are expected to achieve these. Specify the criteria of acceptable performance & what you regard as evidence of achieving the objectives