Proposal to Help Set Goals for the SC Company

Skarked assembly workers at Sparks and Crash (SC) are hard to manufacture enough parts to meet their needs. As a result of the investigation, the company said it did not want to hire more workers, but the workers currently employed are slow. In addition, there are lacking clear goals and feedback on worker's performance. In addition, workers complained about the noise and overcrowding conditions in the workspace. Furthermore, the workers are worried about their work and feel "I'm just trying my best." The proposal is intended to help SC workers set targets.

In $ COMPANY, there is an official feedback cycle that is done twice a year. We are experiencing this cycle for the first time, and I will draft a set of suggested targets for you during the next review. These are not product or technical goals, these are your professional growth goals. Before we meet, I will send you these draft goals and upward feedback from your team. I went to many meetings. I deliberately released my calendar. If you have questions about the meeting with my calendar, ask me. If the meeting is a private or confidential meeting, the meeting title and attendees are hidden. Most of my conference is neither a private meeting nor a secret meeting.

Most companies spend a lot of time setting targets. After setting company goals, they force employees to set their own goals. The goals of these employees are concentrating on promoting company direction. Employees are considered tools to achieve company goals. Employees are people, not tools. They deserve this treatment. Companies should include teammates in the goal setting process. They should understand each teammate's personal goals. To the utmost, these personal goals should be incorporated into company goals. Excellent leaders' actions prove that they are actively and seriously involved in helping teammates achieve their goals.

The goal setting theory emphasizes the importance of the goal setting, and the person who sets the goal by oneself is more likely to succeed than a person who does not succeed. Researcher Edwin Rock played an important role in proofing the five principles that set the goal setting theory to be a reality and effective target setting. Good targets are not ambiguous. Instead, you need to have a clear and concise goal you can see. For example, instead of saying "I want to improve my body better", I can say "I want to lose 15 pounds this summer." The latter example is more specific, so you can see that it is a better target.

Understanding the best way to set goals for employees was always an obsession of management thinkers. In 1954, Peter Drucker proposed the theory of "target management". He suggested that after setting up the company's overall goals, he agreed on a set of goals in discussions with each worker, so that it conforms with the goals of the company. Drucker believes that these goals should be SMART (concrete, measurable, operational, realistic and time-sensitive). His idea will easily introduce the height of the company's fashion. But the result is often disappointing, even Drucker lost some of its enthusiasm for it. One problem is that it is too bureaucratic. Meanwhile, according to today's management thinker, Drucker focuses only on the target of the result (eg, an increase of 20% of annual sales), the ideal result is often unclear. Sometimes, setting an indirect goal for workers, such as collecting data, will show the best goal.