Goals in my organisational context

The organisation I currently work with has clearly articulated superordinate goals that are set at organisational level, and also at department level. These are clearly articulated to employees via internal marketing channels such as the company intranet, and other promotional mechanisms such as branded leaflets, mouse mats, stress-balls, etc. which are themed with the superordinate goal currently being promoted.

Organisational-level superordinate goals are decided by the board and general management team, who then cascade them down to departmental heads who set their own department-level superordinate goals that are in line with the organisational-level ones.

These superordinate goals are then translated into SMART goals by managers within departments who are responsible for ensuring their SMART goals are aligned with the department’s superordinate goal, and also the superordinate goals of the organisation. SMART goals are set using project plans, budgets, and targets.

The SMART goals that motivate me are programme-level project plans, milestones, and budgets that I must meet during my day-to-day project management work. These are all highly specific, measurable, relevant, and have a time-frame. However, they are not always achievable! Unachievable goals are often set, and these almost certainly affect morale and motivation.

The aims I seek to realise through my involvement in the organisation are to build my reputation and further my career as a freelance interim manager who is reliable, dependable, and effective in delivering project on-time and within budget.

My aims are probably quite different from other parts of the organisation because they are heavily project-oriented. Compared with a call centre manager for instance, whose goals may be very much daily, weekly, or monthly target oriented, based on the number of calls answered, number of calls resolved, number abandoned, number unanswered, etc.

There is almost certainly a link between the management of aims and the organisation’s success, although the way some goals are managed could be contributing to difficulties and problem areas within the organisation.

At the moment, I can’t think of any other factors that are more important than effectively setting and managing goals. However, I am aware that goal setting can be problematic.

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