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

2. 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

3. 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

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

5. 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

6. 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

7. SUMMARISE
Objectives
Resources
Lines of Responsibility
Communications

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

9. 7 Ss STRATEGY STRUCTURE SYSTEMS SHARED STAFF SKILL STYLE VALUES
(Peters & Waterman, 1983, In Search of Excellence)

10. How would having specific objectives help you as a manager?

11. 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