reduce cost per unit of output by 2.5 per cent by 30 June) or in
terms of projects to be completed (open distribution depot in
Northampton by 31 October). Targets may be reset regularly, say
once a year or every six months, or be subject to frequent amend-
ments to meet new requirements or changed circumstances.
Standing objectives
Objectives for some aspects of a job (or for all aspects of some
jobs) can be what might be described as ‘standing objectives’.
These are concerned with the permanent or continuing features
of a job. They incorporate or lead to defined standards of perfor-
mance which may be expressed in quantified terms such as the
requirement to ensure that all deliveries are made within three
days of receiving an order. Alternatively, they may have to be
defined as qualitative standards such as:
Performance will be up to standard if requests for information are
dealt with promptly and helpfully on a can do/will do basis and are
delivered in the form required by the user.Qualitative standing objectives may also be defined for behav-
iour which will contribute to upholding the core values of the
organization. For example, if one of the core values relates to the
development of the skills and competences of employees, a
performance standard for employee development could be one
of the objectives agreed for all managers and team leaders.
WHAT IS A GOOD WORK OBJECTIVE?
Good work or operational objectives are:
■ Consistentwith the values of the organization and depart-
mental and organizational objectives.
■ Precise:clear and well defined, using positive words.
■ Challenging:to stimulate high standards of performance and
to encourage progress.
■ Measurable:they can be related to quantified or qualitative
performance measures.
■ Achievable:within the capabilities of the individual. Account
should be taken of any constraints which might affect the
248 How to be an Even Better Manager