Objectives Creation PDF

Objectives McGraw-Hill/ Copyright © 2009 by The McGraw-Hill Companies, Inc. All Irwin Rights Reserved.  Strategic Management ∙ WHAT ARE OBJECTIVES?\ ∙ WHY SHOULD YOU CREATE OBJECTIVES? ∙ WHEN SHOULD YOU CREATE OBJECTIVES? ∙ HOW D...

Objectives McGraw-Hill/ Copyright © 2009 by The McGraw-Hill Companies, Inc. All Irwin Rights Reserved.  Strategic Management ∙ WHAT ARE OBJECTIVES?\ ∙ WHY SHOULD YOU CREATE OBJECTIVES? ∙ WHEN SHOULD YOU CREATE OBJECTIVES? ∙ HOW DO YOU CREATE OBJECTIVES? 8-2  Strategic Management ∙ WHAT ARE OBJECTIVES? Objectives are the specific measurable results of the initiative. Objectives specify how much of what will be accomplished by when. For example, one of several objectives for a community initiative to promote care and caring for older adults might be: "By 2024 (by when), to increase by 20% (how much) those elders reporting that they are in daily contact with someone who cares about them (of what)." 8-3  Strategic Management ∙ There are three basic types of objectives 1. Process objectives 2. Behavioral objectives. 3. Community-level outcome objectives. 8-4  Strategic Management ∙ There are three basic types of objectives 1. Process objectives These are the objectives that provide the groundwork or implementation necessary to achieve your other objectives. For example, the group might adopt a comprehensive plan for improving neighborhood housing. In this case, adoption of the plan itself is the objective. 8-5  Strategic Management ∙ There are three basic types of objectives ∙ 2. Behavioral objectives. These objectives look at changing the behaviors of people (what they are doing and saying) and the products (or results) of their behaviors. For example, a neighborhood improvement group might develop an objective for having an increased amount of home repair taking place (the behavior) and fewer houses with broken or boarded-up windows (the result). 8-6  Strategic Management ∙ There are three basic types of objectives ∙ 3. Community-level outcome objectives. These are often the product or result of behavior change in many people. They are focused on change at the community level instead of an individual level. For example, the same neighborhood group might have an objective of increasing the percentage of people living in the community with adequate housing as a community-level outcome objective 8-7  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 1. Specific ∙ 2. Measurable ∙ 3. Achievable ∙ 4. Relevant/Realistic ∙ 5. Timed ∙ 6. Challenging 8-8  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 1. Specific ∙ That is, they tell how much (e.g., 10%) of what is to be achieved (e.g., what behavior of whom or what outcome) by when (e.g., by 2025)? 8-9  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 2. Measurable ∙ Information concerning the objective can be collected, detected, or obtained. 8-10  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 3. Achievable It is feasible to pull them off. 8-11  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 4. Relevant/Realistic ∙ Relevant to the mission. Your organization has a clear understanding of how these objectives fit in with the overall vision and mission of the group. 8-12  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 5. Timed ∙ Your organization has developed a timeline (a portion of which is made clear in the objectives) by which they will be achieved. 8-13  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ 6. Challenging ∙ They stretch the group to set its aims on significant improvements that are important to members of the community. 8-14  Strategic Management Objectives should be S.M.A.R.T. + C.: ∙ Example: ∙ "By2025, rates of teen pregnancy among 12-17 year old girls will decrease by 30%." 8-15  Strategic Management WHY SHOULD YOU CREATE OBJECTIVES? ∙ 1. Having benchmarks to show progress. ∙ 2. Completed objectives can serve as a marker to show members of your organization, funders, and the greater community what your initiative has accomplished. ∙ 3. Creating objectives helps your organization keep focused on initiatives most likely to have an impact ∙ 4. Keeping members of the organization working toward the same long-term goals. 8-16  Strategic Management WHEN SHOULD YOU CREATE OBJECTIVES? ∙ 1. Your organization has developed (or revamped) its vision and mission statements, and is ready to take the next step in the planning process. ∙ 2. Your organization's focus has changed or expanded. 8-17  Strategic Management WHEN SHOULD YOU CREATE OBJECTIVES? ∙ 3. The organization wants to address a community issue or problem, create a service, or make a community change that requires: ∙ A. Several years to complete. ∙ B. A change in behavior of large numbers of people. ∙ C. A multi-faceted approach. 8-18  Strategic Management HOW DO YOU CREATE OBJECTIVES? 1. DEFINE OR REAFFIRM YOUR VISION AND MISSION STATEMENTS 2. DETERMINE THE CHANGES TO BE MADE 3. COLLECT BASELINE DATA ON THE ISSUES TO BE ADDRESSED 8-19  Strategic Management HOW DO YOU CREATE OBJECTIVES? 4. DECIDE WHAT IS REALISTIC FOR YOUR ORGANIZATIONTO ACCOMPLISH 5. SET THE OBJECTIVES FOR YOUR ORGANIZATION OR INITIATIVE 6. REVIEW THE OBJECTIVES YOUR ORGANIZATION HAS CREATED 7. USE YOUR OBJECTIVES TO DEFINE YOUR ORGANIZATION'S STRATEGIES 8-20