1. Setting Expectations Managers set the stage for high performance by:
Clarifying
Instructing
Coaching
Initial step is to participate in the setting of performance expectations.

2. Setting Expectations
Goal Setting Theory – goals motivate because they:
Provide information that directs effort.
Definition of success, failure.
Measure of progress.
Establish a link between performance and rewards.
Tap into our achievement motivation.

3. Setting Expectations Who Sets the Expectations?
Classic control models
Human Resource/participation models
Middle Ground – Management-by-Objectives (MBO)

4. Management-By-Objectives
Program that develops performance goals for employees that are:
Linked to goals from above (cascading)
Determined mutually
Become the basis for performance appraisal

5. MBO Process Share general unit goals with employee
Manager and employee separately determine employee’s goals
Negotiate acceptable goals
Evaluate performance based on goal accomplishment

6. MBO Problems Goals do not cascade Game playing (both sides)
No acceptance
Goals become dated, irrelevant
Poorly designed and constructed goals

7. What is a “Good” Goal? Clear and Elevating Smart Goals: Specific
Measurable
Achievable
Relevant
Time framed

8. Constructing Goals Constructed as:
“To (action verb) (single, measurable key result) by (target date).”

9. Objective
Action
Verb?
Single
Result?
Target Date?
Measurable?
To improve the
communications and
working relations
among key
employees
so that high quality
work can be produced.
To develop an
improved method to
maintain all material
handling equipment.
Have in operation by
December of this year.
To reduce rejects in
electronic part K234-G
to 2% by August of this
year.