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Dheeraj guptaManish patidarReeta vishwakarmaShweta jain
Prof. anindita chatterjee Presented By:-Submitted To:-
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“If you don’t
know whereyou are goingyou’!! end up
somep!acee!se."
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#$%&'(I)&S #* $+SI,&SS
Organizations are created As a tool for theachievement of common objectives through cooperativeeffort.
It is the first step in planning process.
Plans, strategies and policies cannot be formulated unlessthe objectives have been clearly identified and defined.
objectives provide the basis and direction for the
performance of all the other managerial functions.
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(he concept and nature ofo-jectives
Objectives are broad statement of the values which the
organization aim at attaining in the future They representthe outcomes or targets that the business wants to gain inorder to achieve its aims.
ell defined objectives are important.
They will help the business to be clear about what it wantsto achieve.
The performance of a business could be assessed by howeffectively it achieves its objectives.
Objective thus refer to future destination of an organization
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Purpose mission
o-jectives and goa!s
The word purpose, mission, objective and goal are often used
interchangeably however, there are fine distinction between them
Purpose refer to basic intention in establishment of anorganization.
The purpose of an organization takes the form of a mission when it
is associated with some ideology, religious, or moral values, and its
founders are psychologically committed to its attainment.
Objectives are more specific than purpose, and have a time
dimension.
Goals constitute elements of objectives, and are more specific.
Goals are not only specific statements of the desired results but
also have relatively shorter time dimension.
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!arayan murti chairperson infosis group
The company follows the followingprinciples"
Vision " #e will be a globally respectedcorporation.#
Mission " #To achieve our objectives in anenvironment of fairness, honesty, and
courtesy towards our clients, employees, vendors and society at large#.
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#rganiations havemu!tip!e o-jectives
Organizations are generally characterized bymultiplicity of objectives.
Organizations having plural objectives is that they have todeal with a number of interest groups who have sta$es intheir survival, growth and profitability.
These interest groups are mainly sta$eholders, creditors,employees, customers, suppliers, community, society and
government. Another reason for multiplicity of objectives is that no
single objective is ade%uate to ensure the survival, growthand profitability of an organization.
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Specific
!stating e"actly what it is trying
to achieve. Measurable
!able to be measured to decide
if they have been achieved. Agreed
!have the approval and
understanding of everyoneinvolved.
Realistic
!able to be achieved by the
business taking into accountits resources, competition,
market, etc. Time Specific
!state a time by which they
should be achieved
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#$%&'(I)& /R& /RR/,0&D I,/ 1I&r/R'12
Organizational efficiency
&igh productivity
Profit ma'imizationOrganizational growth
Industrial leadership
Organizational stability
(mployee welfare
)ocial welfare
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3#,0 /,D S1#R( R/,0&#$%&'(I)&
3#,0 (&RM #$%&'(I)&
*ong+term objective defined any goal that has a time
frame e'ceeding +- year. /usiness goals that arenormally considered long+term include 0eveloping anew product growing annual revenue and developing acomprehensive mar$eting and public relation strategy
*ong+term goals must not go on forever. hile theyta$e more time than short term objective long+termgoals must be realistic and time bound
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S1#R(4(&RM #$%&'(I)&
)hort+term objective represent the goals an
organization sets that are centered on tas$sthat can be achieved within the ne't si'months or at the outset within one year
('ample +short term goal might be toincrease sales by -1 this is an easilymeasurable goal and employees can be helddirectly accountable for ensuring that it is
met
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'ontinua! adjustment ofo-jective
2ontinual adjustment is simply alwaysidentifying and ma$ing change that resultin better outcomes
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IMP#R(/,'& #* #$%&'(I)&S
Objectives are the essence of organized (ndeavour. They serve anumber of important purposes, such as"
-.Provide a basis for the performance of all other managerial
functions.
3.Provide an uni%ue identity for the enterprise.
4.Provide direction to organized effort.
5.&elp in uplifting the employee morale and motivation.
.)erve as criteria for evaluating decisions.
6.Provide a basis of control.
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Provide a -asis for theperformance of
manageria! functions Objectives are the initial point of departure for
the performance of all managerial functions.
+ They provide the basis for the formulation of longand short range plans, strategies, policies and rules,procedures, budgets, etc.
+ There cannot be any planning without first definingthe objectives, as its fundamental function is to chart
the programes and courses of actions for theirachievement.
+ Activities re%uired for the implementation of plansprovide basis for organizing, which in turn signifies the
need of staffing by creating jobs and positions.
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2oordination is then re%uired for channelizingall organizational activities and efforts towardsthe achievement of the desired objectives.
The objectives also serve as a standards for theperformance of control functions.
Thus, objectives serve as the benchmar$ for allmanagerial functions.
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Provide an uni5ue identity forthe enterprise.
(very organization is uni%ue in its character, and itis objectives that provide it this uni%ueness.
(g., A radio manufacturing company which defines its business as music will be different from another which aims at providing means of entertainment. Thefirst company is product+oriented and the second oneis customer value+oriented. )imilarly, a company thataims at providing %uality products is different fromthe other which has low+priced products as one of itsobjectives. Objectives thus provide an identity to anorganization what it is, what are its values, in whatdirection it is moving, and it will be in the future .
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This identity of the company provides its
creditors, investors, customers, suppliers,employees and other interest group a basis to differentiate it from othercompanies in the industry.
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Provide direction to organiede6ort
Objectives guide actions.
They provide direction for the performanceof organized activity.
ithout the guidance provided by objectives, the various parts of an organization+ divisions,departments, sections and employees+ will be
pulling in conflicting directions resulting in chaos.Objectives are, therefore, critical in providingdirection to organized effort.
2ommon objectives serve as a basis for
cooperative and organized efforts.
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1e!p in up!ifting theemp!oyee mora!e and
motivation
Objectives provide a sense of purpose to employeeactivities which helps in boosting their morale.
(mployees see$ to satisfy their own personal goalsthrough contributing to organizational goals.
Objectives provide the basis for integrating the
employees personal goals with their functions,duties and responsibilities.
Accomplishment of organizational goals providesthem a sense of achievement which acts as a
morale booster and motivator.
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Serve as criteria for eva!uating decisions
0ecisions are a means foraccomplishing the desired goals.
A decision is good or bad, optimal orsuboptimal, functional or dysfunctionaldepends on the results which it producesin the future.
If these results contribute to theattainment of predetermined objectives, it
will be regarded as a good decision.
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Provide a -asis of contro!
2ontrol is the function of measuring ,comparing and evaluating performance
against predetermined standards.2ontrol will be meaningless in the absence
of standards.
The standards for the comparison andevaluation of performance are provided byobjectives.
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primary
• Production anddistribution of saleable
• )hareholders, creditors,suppliers, customers,employee and thegovernment
Secondary • 7uality control industrial
engineering, security etc
socia!
• 2ommunity and society
• 8inimally should be lawabiding citizen
(ypes of o-jectives
/ c c o r
d i n g
t o
D a v i s
k i hi h -j ti
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key area in which o-jectiveshou!d -e set
8ar$et standing
InnovationProductivity Physical and financial resourcesProfitability 8anager performance and development or$er performance and attitudes)ocial responsibility
/ccording to Ducker
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o-jectives common to a!!kind of -usiness enterprises
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ORGANIZATIONAL
OBJECTIVE
SRVIVAL
GRO!T"
PRO#IT
E##ICIENC$AN%
PRO%CTIVIT$
INNOVATION
E&PLO$EE%EVELOP&E
NT
SOCIALRESPONSIBILI
T$
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surviva!
Important when
Recession'hanges in customer needs
Major techno!ogica! changes
,on avai!a-i!ity of raw materia!s
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growth
If it does not grow it wi!!decay
9rowth than profitma'imization According 8c:arland anenvironment of growth isconductive to high morale,
creativity and heightened levelof human performance one sided growth mayendanger a company;s survival
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pro7t
Investors andcreditors
According to 0ruc$er
profit is a conditionof survival and thecost of staying in the
business
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&8ciency and productivity
(fficiency+ economy in theutilization of the resources
=educed input output ration9reater is the efficiency in
resource utilization greater is
the productivity Indian productivity council
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Inno
vation
,eeded In Technology
8ethod and process ofproduction
Improving %uality and variety of products
=educe cost of production
mar$eting
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&mp!oyee deve!opment
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Socia! responsi-i!ity
(cologicalpreservation!eed satisfaction=ole ofgovernment
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$a!ancing the o-jective
)etting of priorities
P R # *
I ( M / R
9 & ( I ,
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