1. Goal Setting and Planning Presentation by Dr. S. Kim Sokoya Professor of Management

2. Outline of Presentation Goal of This Module Brief Overview of the Strategic Management Process Understanding the Internal and External Environment Efficacy of Goals and Plans Planning Paradigm SMARTER Principles of Goal Setting Understanding Goal Moderators Influencing Goal Moderators

3. Goal Setting Activity Non Beer Pong Rules Implications

4. Strategic Management Process Overview STRATEGY EVALUATION AND CONTROL STRATEGY FORMULATION STRATEGY IMPLEMENTATION VISION AND MISSION STATEMENTS EXTERNAL ANALYSIS INTERNAL ANALYSIS

5. Understanding the Internal and External Environment External Realities of your organization. – Federal Govt. Regulations – State Govt. Regulations – Perceptions of various constituencies. – The Psychographics of your clientele While you may not be able to change some of these external realities you must be able to work within the confines of such realities.

6. Understanding the Internal and External Environment Internal Environment of the organization – Available Human Capital – Developing Human Capital – Internal Organizational Values – Workload of Staff Members – Reward Structure Those in leadership tend to have more control over the internal environment of the organization.

7. Efficacy of Goals and Plans Planning and goal setting in the context of both the external and internal realities of the organization. Hierarchy of Goals and Plans. – Organization, Department, Individual – All these must be aligned, this is a recipe for ultimate success

8. Efficacy of Goals and Plans Goals and Plans have the following impact on the organization. – Energizing – Directive (goal relevant and goal irrelevant activities) – Increase motivation, knowledge base – Transformational People with high self efficacy tend to develop strategies to deal with demanding tasks

9. Effective Planning Paradigm RULES OF PLANNING Planning starts at the top Strong Sense of Mission Developing SMART goals A Learning Environment Appropriate Staff Roles Alternative Structural forms

10. Essentials of SMARTER Goals Specific Measurable Achievable Relevant Timely Extending Capabilities Rewarding

11. Goal/Performance Process GOAL MODERATORS DESIRE TO MEET NEW CHALLENGES SATISFACTION WITH PERFORMANCE AND REWARDS PERFORMANCE GOAL CORE ALIGNMENT OF PERSONAL AND ORGANIZATIONAL GOALS RA TC TL

12. Alignment of Personal and Organizational Goals The Mission of the Agency should be broken down to specific goals. Goals should be specific enough to be “transferred” to departmental levels, team levels, and individual level. Personal goals should be aligned with organizational goals. Alignment of goals lead to performance and satisfaction. The alignment of goals will require different degrees and types of intervention.

13. Personal and Organizational Goal Alignment Matrix * Each group will require different intervention techniques and modalities. MartyrChampion CasualtyMercenary Personal Goal Achievement Organizational Goal Achievement

14. Goal Moderators Goal Importance Goal Commitment Task Complexity Feedback Reward Structure Self-Efficacy

15. Influencing the Goal Moderators Leaders at all levels can and should positively influence goal moderators. Move from Transactional leadership to transformational leadership Transactional Leadership is based on performance for reward transactions. Transformational leadership seeks to change the environment of the workplace. This is more proactive in nature. This requires having a vision of what the organization could be.

16. Influencing the Goal Moderators Goal Setting and Planning presupposes a visionary outlook for the organization and thus change. We cannot keep doing the same thing and expecting different results. This requires transformation by those in leadership positions.