1. Supervision CHAPTER 3 ESTABLISHING GOALS Saigon Institute of Technology

2. Chapter outcomes Define productivity Describe how plans should link from top to bottom of an organization Identify what is meant by the terms benchmarking, ISO 9000 series, and six sigma Contrast policies and rules Describe Gantt chart Explain the information needed to create a PERT chart Describe the four ingredients common to goal setting programs Define entrepreneurship and explain how it reflects supervision

3. Productivity Productivity = Output / (Labor + Capital + Materials) Can be applied at three different levels: Individual Group Organization Major goal in every organization Important to international competitiveness

4. Planning Management functions Planning Setting goals Establish overall strategy Design systems to integrate and coordinate activities Organizing Leading Controlling

5. Planning Formal Informal Downside of formal planning Not flexible, too rigid to deal with changing environment Impossible to develop for dynamic environment Hinder creativity and intuition Focus on attention on short term success rather than long term sustainability

6. Planning Breadth Strategic: covers entire organization Tactical: covers specific details Time frame Short term – less than 1 year Intermediate term – 1 to 5 years Long term – over 5 years

7. Planning Linking plans from different levels Top Management Middle Management Supervisors Operative Employees Strategic Tactical Long-term Short-term Intermediate term

8. Planning Standing plans Policies Procedures Rules

9. Planning Single use plans Program Budgets Schedules Gantt Chart PERT Chart

10. Planning Continuous improvement Benchmarking Search for best practices among competitors and non- competitors ISO 9000 series Standards from International Organization for Standardization Ensure processes are in place to ensure quality Six Sigma Originated from Motorola Data driven / Statistically driven Aim to minimize variations and defects

11. Goal setting How are goals defined in your organization? Traditional goal setting Top down Non-operational – subject to interpretations and bias

12. Goal setting (cont.) Effective Goal setting Goal specificity Participation Time limits Performance feedback Popular goal setting concept S.M.A.R.T. Goals

13. Goal setting (cont.) Class discussion Set your goals for this class Group or pair discussion Your goal in life

14. Goal setting (cont.) Debrief / Key learning points It is hard to set specific, measurable goals It is not always necessary/appropriate to look for specific, measurable goals Where appropriate, goal setting help Give clarity and direction Develop commitment and motivation Make evaluation and reward fairer and more objective