978-0538731089 Chapter 15 Solution Manual

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Chapter 15

Setting Goals: Steps to Success

FOCUS

This chapter is designed to help students appreciate the importance of planning and goal setting

for both individuals and organizations. Individual goal setting is explored in detail, with

suggestions for setting various types of goals, working toward them, and evaluating

accomplishments. Varieties of organizational goals are discussed in addition to the process of

management by objective, which many organizations use to set individual goals.

The purpose of performance appraisals as well as the general types of performance appraisals are

discussed. The customary format of the performance review is also introduced. Suggestions are

given to help ensure that students have a positive, meaningful discussion of their performance

with their supervisor.

OBJECTIVES

After studying this chapter, you should be able to:

15.1 Explain why people strive to achieve.

15.2 Describe the relationship between goals and planning.

15.3 Define how to set goals and develop plans.

15.4 Explain approaches in working toward goals.

15.5 Discuss the importance of monitoring and reevaluating goals.

15.6 Explain the role of goals in performance appraisals.

TEACHING-LEARNING SUGGESTIONS

Supplementary Exercise 15.1

Introduce this chapter with two questions, “Which of your goals does being in this class

address?” and “Where in your life does this particular goal fit?” Use these questions to stimulate

discussion about the importance of goal setting—both for individuals and for organizations.

Answers to Jump Start

Answers will vary but students should recognize that successful organizations and individuals set

goals and that it is hard to be motivated to do something if you do not know what it is you are

going to do. Further, students may recognize that goals for organizations or for people may be

similar.

15.1 WHY PEOPLE STRIVE TO ACHIEVE

Reasons why people strive to achieve include the desire to be the first or the best in some activity,

to stand out, to satisfy curiosity, and to leave something behind to show what we did with our

time.2 Individuals should distinguish what they really want and those things that only symbolize

what they want.3 Understanding Maslow’s Need Hierarchy can help. To motivate yourself to

work, find or arrange work so that it is fun or rewarding, gain the skills related to your goals,

increase your expectations of yourself, develop a strong work ethic, exercise self-discipline, and

embrace challenge and commitment.9

Chapter 15 Setting Goals: Steps to Success 1

Answers to Ask Yourself

15.2 PLANNING FOR YOUR GOALS

Because planning increases our chances for success, it is important for both organizations and

individuals. Planning is an attempt to prepare for and predict the future. It involves goals,

programs, policies, rules, procedures, and decisions about what resources to commit to future

action. The first in planning is setting goals. Having specific goals provides a better chance of

making things happen and achieving success. Failing to set goals may be the result of an

unconscious desire to fail or to create crises. “Putting out fires” can make us feel spontaneous and

important. It is easier just to wait, watch things happen, wonder what happened, or criticize what

happened than it is to take the time to plan a course of action. Discuss Figure 15-.

Why Organizations Must Plan

Without planning, organizations have no sense of direction and ultimately are unable to

manage resources effectively. No planning or poor planning can result in crises decisions and

employee frustration. Employees spend their time on emergencies and must often move from

one task to another as emergencies arise. Then, too, coping with change is more difficult

without planning.

Planning is the difference between being reactive and proactive. When organizations

and employees are reactive, they tend to be caught off guard when problems arise. If they are

proactive, they look ahead, anticipate problems, and determine solutions to potential

problems before they develop. This requires goal setting by individuals within the

organization.14

Planning in organizations is most effective when all levels of the organization pull

together, beginning at the top with the company vision and ending at the bottom with the

execution of operational plans. Top managers are responsible for developing the mission and

middle managers the tactical plans. First-level managers and other employees are responsible

for carrying out operational plans.15

A vision is a statement of an organization’s purpose or reason for existing. A mission

is the organization’s overall goal, which links all efforts toward the vision, stretches and

challenges the organization, and has a finish line and timeframe. Tactical plans show how

the organization will use its resources, budgets, and people to accomplish goals within its

mission. Operational plans are the day-to-day plans for producing or delivering products

and services.16,17

How People Differ in Planning

Imagine three people playing a game of horseshoes. While people’s actions may differ with

the difficulty of situations, here is how people may approach planning in general.

If you are realistic in your planning and risk taking, you’ve probably recognized that

you have a positive self-image and generally plan and set goals for yourself that are

challenging but attainable and involve some stretching or risk taking. In the horseshoe game,

you would stand back just far enough to feel challenged.

Some people, on the other hand, tend to set goals that are lower than their abilities.

Afraid they will make a mistake or fail, in the horseshoe game they would tend to stand close

to the target, thereby reducing their risk and challenge. Because these individuals seldom, if

2Human Relations—Instructor’s Resource CD

ever, push themselves, they limit how much they achieve for themselves and their

organizations.

A third group of people will generally take on goals beyond their current abilities,

hoping to perform better or achieve more success than expected. These individuals, uncertain

of what they can expect of themselves but unable to admit this, would stand so far back from

the target that hitting it is unlikely. Because they may aim for unrealistic goals, they may find

achieving them or feeling satisfied difficult. Some risk-taking is an essential part of growth;

the key is to keep it reasonable.

Answers to Technology Connection

Answers will vary but should reflect an understanding of the role planning plays in organizational

success and an appreciation for the use of technology tools. Being flexible with plans is

extremely important. Many times, the environment changes, which can, in turn, affect how

realistic plans are. For instance, a tornado may extensively damage a factory, making production

goals for the year unrealistic.

When you are realistic in your planning, goal setting, and risk taking, your successes

will give you the self-confidence to take on other and even more challenging activities and

become a high achiever. Discuss Figure 15.2, High Achievers.

People procrastinate for a number of reasons. Some people procrastinate because they

have an unrealistic view of what is needed for success. They don’t recognize the great

amount of planning, organizing, and hard work that is required to make success seem easy.

Other people procrastinate because they have poor coping skills, aren’t good at

handling problems, or have a low tolerance for disappointment. Instead of analyzing

situations to determine alternative actions when complications occur or steps are blocked,

they give up and do nothing. Discuss the reality check and Steps to Achieve Your Goals.

Answers to Ask Yourself

15.3 SETTING GOALS AND DEVELOPING A PLAN

Organizational Goals

Official goals are developed by upper management, are formally stated, and pertain to

the overall mission of the organization. A common example in business today is “to provide

excellent service”—which you would be expected to help deliver no matter at what level you

are working.

Operative goals are those goals for which middle management is responsible. They

concern the operating policies of the organization. Common examples of operative goals in

business today are “to increase the company’s share of the market” and “to hire more

members of minority groups.” Your work contributions and human relations skills will help

achieve these.

Operational goals are the responsibility of first-line supervisors and other employees.

They are statements of the expected results of the efforts of the various units of the

Chapter 15 Setting Goals: Steps to Success 3

organization. They include built-in standards of behavior, performance criteria, and

completion time. An example of an operational goal is “to increase sales of XYZ chemical by

2012 by 20 percent over the current year by installing a new process.” As an employee in

this company, you may be directly affected by helping to install the new process, learning

how to use it, and carrying it out. Discuss Figure 15.3.

As an employee participating in the goal-setting process, your goals should reflect your

understanding and support of your company’s and department’s goals.

Personal Goals

In choosing your personal goals, honestly determine the relative importance of expertise,

contentment, independence, leadership, parenthood, personal development, prestige, security, and

service to others.

A SMART Approach

To set effective goals for your job or yourself, use the S.M.A.R.T. guidelines.

S.M.A.R.T. goals are specific, measurable, attainable, realistic, and timely.22,23

The second step in achieving your goals is to develop a plan that outlines the necessary

sequence, activities, and materials.

Answers to In the News

Answers to Global Connection

Developing a Plan

Answers to Ethics Connection

Answers to Ask Yourself

15.4 WORKING TOWARD GOALS

Your attitudes and personality can determine how successful you are in working toward

your goals, particularly a positive attitude and a versatile, adaptive personality. Staying

focused on the big picture and prioritizing your goals also help.

A Positive Attitude

Discuss the importance of a positive attitude.

A Versatile and Adaptive Personality

4Human Relations—Instructor’s Resource CD

Discuss the role of commitment, confidence, and control.

PrioritizingYour Goals

Because of multiple priorities, goals must be prioritized on the front end and reassessed as you

go. Both organizations and individuals have multiple goals and priorities.

Supplementary Exercise 10.2

This exercise is designed to:

Help participants examine their life goals and plans

Increase participants’ awareness of the relationship between risk-taking behavior and the

attainment of personal growth goals and life plans

Time Needed : This exercise takes approximately four hours and ideally should be spread over a

period of several weeks to permit time for thought and application.

Preparation : Divide the class into small groups. Group members can help discuss goals and

objectives, whether or not they are realistic, and can encourage each other to pursue the goals.

Copies of the worksheets for each participant are located in the teaching master section. One

teaching master is provided for each part.

Part A: Assessment of Current Status (Teaching Master 10.1A)

Prior to planning life goals, participants must analyze their current situations. They need to think

carefully about where they have been, where they are now, and where they want to be in the

following areas in life: personal relationships, personal fulfillment, and career. Where they want

to be should represent the ideal fantasy of fulfillment. The participants share their fantasies with

team members.

Part B: Assessment of Strengths and Weaknesses (Teaching Master 10.1B)

Before participants can map their route to their ultimate goals, they must analyze their strengths

and weaknesses in these areas. After completing the analysis, group members can share the

findings.

During discussion, participants should help each other explore what actions will be necessary to

overcome weaknesses. These steps will become part of the goals in Part C.

Part C: Setting and Prioritizing Goals (Teaching Master 10.1C)

Goals can now be established that will help participants reach their ideal in each arena.

Participants should be provided with four copies of the Setting and Prioritizing Goals sheet. The

first one should deal with personal relationships, the second personal fulfillment, and the third

with career. The fourth should be used to combine the most important goals from the three

categories.

Participants should refer to this sheet frequently to remind them of their goals and objectives and

to chart their progress.

Group discussion in this portion is crucial. Group members should consider the following while

assisting each other in the evaluation of the goals and objectives:

1. Have subgoals been included that increase the odds of reaching the fantasy goal? (For

example, an individual cannot be a famous scientist without first reaching the subgoal of

obtaining several college degrees.)

2. Do the goals include a plan of action for improving the negative areas discovered in the

previous exercise?

3. Is the plan realistic? Are there too many conflicting and unrealistic goals? Is the timeframe

Chapter 15 Setting Goals: Steps to Success 5

realistic? Are the goals challenging enough?

4. Has the participant prioritized the goals and identified which are the most important?

5. How often will the participant review the goals and make adjustments?

6. Has the participant identified a support group to help him/her in the pursuit of these goals?

Goals can be prioritized through satisficing, sequential attention, preference ordering, and

goal changes.49 When setting personal goals, remember to be realistic, openly commit yourself,

coordinate your goals with other people when appropriate, and visualize success.

Satisficing is a term created to define situations where one perfect and unique

solution may not be possible. It refers to any group of solutions that offers good results

under the circumstances. When you’re faced with numerous goals, you can reduce your

stress by identifying a satisfactory rather than optimum level of performance for some of

them.

When you have multiple priorities, you may need to shift your attention from one

goal to the next over periods of time, using sequential attention. The main point is to keep

the overall quality of performance in each area acceptable.

If you have several goals you want to pursue, you may need to rank them according

to preference, using preference ordering.

You may change goals because they become outdated or inappropriate, such as when

you complete a degree or buy the car for which you’ve been saving.

Answers to Ask Yourself

1. Students answers will vary based on students’ experiences but should reflect self-

2. There is a time and place for everything. Some things need to be done well, such as the

3. Your ability to tell the difference will, in part, determine your success at meeting your goals.

15.5 MONITORING AND REEVALUATION

Goals are not just a writing exercise to be put aside until the time comes to write goals for

another period. Review your goals from time to time to check your progress, modify your

strategies if necessary, or perhaps discard the goal if it is no longer important or possible—

and then set new ones.

15.6 Goals and Performance Appraisals

The performance appraisal is a measurement of how well an employee is doing on the job.

Organizations may appraise your performance as an employee for a number of reasons:

To encourage good job performance, to discourage unacceptable performance, and

to correct inappropriate behavior that interferes with good performance.

To let you know how you are doing..

To give the organization information about employees that can be used on raises,

promotions, transfers, and terminations.

6Human Relations—Instructor’s Resource CD

If performance appraisals are to be effective, both the supervisor and the employee must

prepare for them. You can take important steps ahead of time and during the appraisal

session to help make your appraisal the positive process that it is supposed to be. Using a

proactive, assertive approach is to your advantage. Discuss the suggestions in the chapter,

including the supervisor’s role.

Answers to Ask Yourself

1. Answers will vary. Encourage students to share and discuss their experiences with

2. Answers will vary. At school, grades give constant feedback on performance. Unfortunately,

3. Answers will vary. Supervisors are people, too. They want people who work for them to like

KEY TERMS DEFINITIONS

Goal Objective, target, or end result expected from the completion of task, activities, or

programs.

Planning An attempt to prepare for and predict the future; it involves goals, programs, policies,

rules, and procedures.

Vision A statement of an organization’s purpose or reason for existing.

Mission The organization’s overall goal, which links all efforts toward the vision, stretches

and challenges the organization, and has a finish line and time frame.

Tactical plans Show how the organization will use its resources, budgets, and people to

accomplish goals within its mission

Operational plans The day-to-day plans for producing or delivering products and services.

High achiever Sets moderate, attainable goals

Official goals Formally stated, abstract goals that are developed by upper management.

Operative goals Goals that are developed by middle management and are more specific than

official goals.

Operational goals Concrete and close-ended goals that are the responsibility of first-line

supervisors and employees.

S.M.A.R.T. guidelines Suggest that goals be specific, measurable, attainable, realistic, and

timely.

Satisficing Term created to define situations in which one perfect and unique solution may

not be possible; refers to solutions that offer good results under the circumstances.

Sequential attention Shifting attention from one goal to the next over periods of time when

faced with multiple priorities.

Preference ordering Ranking goals according to preference.

Goal changing Changing goals because they become outdated or inappropriate.

Performance appraisal A measurement of how well an employee is doing on the job.