setting goals
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These are the slides for the next series of lectures.TRANSCRIPT
Setting Personal and Professional Goals
FOR INDIVIDUALS AND GROUPS
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goal Setting Theory A group goal is “an outcome
desired by members of the group as a unit (Mesch et al. 1994: 312).”
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goal Setting Theory Achievement goal –
directs a group toward a major outcome or goal
Maintenance goal – maintains or strengthens the group itself
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Specific Goals Specific, difficult goals generate
better performance than “do your best” goals or no goals at all
A specific goal directs a group’s attention towards planning development that, in turn, creates a motivational effect to follow through with the plan
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Difficult Goals Difficult goals create an
anticipation of satisfaction that motivates extra intensity and duration on task performance
Difficult goals prompt more spontaneous planning, larger amounts of planning, and higher quality planning than easy goals
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
3 Levels of Task Performance
Simply carrying out a task - a group goal leads to improved performance through an increase in effort, diligence, and energy.
Determining how to approach the task - goal setting helps limit the strategy domain to be searched
Groups must choose between many available strategies - At this level, where performance depends on strategy rather than task effort, groups can use strategy development to overcome the negative effect of a specific, difficult goal (Earley et al. 1989: 25).
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Warning: Specific and Direct Goals can be Debilitating
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Formal Goal Setting Methods
SMART (Specific, Measurable, Acceptable, Realistic, Timely)
Management by objectives (MBO) like goal setting theory – emphasizes
specific goals and feedback unlike goal setting theory – stresses
the need for participation in goal setting
360-degree - helps to explicitly state goals
in terms of the customer’s words and language
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goal Commitment External Influences --
Legitimate Authority and Peer Group
Interactive Factors -- Participation and Competition
Internal Factors -- Personal Goal, Self Efficacy and Internal Rewards
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
External Influences
Peer – beneficial or detrimental Supervisor – determine goal
commitment through legitimate authority Assigned goals lead to:
Commitment A sense of purpose, direction, and
clarity Improved employee beliefs of what
they can and should do The development of high quality
plans
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Interactive Factors (Participatory Goal Setting)
May have as great an influence as assigned goals
Increased effectiveness attributed to motivation, cognition and increased self-efficacy
Competition can enhance performance
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Internal Factors Self-set goals reflect personal or
group expectations for task performance
Self-set goals tend to be higher than assigned goals
Self-efficacy is more fundamental than rewards
Self-administered rewards are also essential to goal commitment
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Commitment to Difficult Goals
Groups are more likely to accept easy goals that lead to low performance than very hard goals which lead to high performance
Difficult goals require high commitment
Low goals may be restricted by high commitment, they will not be raised
Culture may also play a role in this dynamic of goal commitment
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Increasing Goal Commitment
Persuade groups that goals are both attainable and important
Make goals public rather than private
Offer appropriate external rewards for difficult goals
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Feedback and Goals
Groups use feedback to “compare the difference
between their performance and goals they have
established and adjust their behavior accordingly
Feedback results in higher effort and
performance than lack of feedback
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Negative Feedback
Groups respond to negative feedback by setting higher goals than groups that receive positive feedback.
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goal Selection Groups pursuing multiple goals will
devote more time and effort to one goal than another, often trading off between quantity and quality goals
Groups should focus on a small number of goals, no more than 8, and these goals should be prioritized by urgency and significance
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
How to Achieve a Goal
1. Use Visualization 2. Set Objectives 3. Record Progress 4. Make a Gantt Chart
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
How to Achieve a Goal
4. Create Goal Aids 5. Reevaluate Goals
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
When to Implement Goals
Managers should give careful attention to when organizational goals are presented to employees, in order to establish focus on achievement at the appropriate time.
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goal Conflict Sometimes conflict arises between
individual and group goals.
To avoid goal conflict, managers should set the individual goal so that its attainment facilitates the attainment of the group goal.
VS.
+ + =
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Creativity and Goal Setting
Adding a dimension of creativity, in which individuals realize their capabilities to make a unique contribution to collective goals, helps to unleash that energy and commitment to excellence.
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Group Dynamics and Goals Group lifecycle has a beginning, a
middle and an end.
Beginning
Middle
End
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
The Beginning
It is during these early stages of development that groups begin to generate plans, formulate ideas, and set goals.
Storming is an early period punctuated by fears, anxieties, and dissatisfaction that can lead to hostility and conflict.
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
Time for Norming and Performing Norming is the time when alternatives are
chosen and agreed upon, policies set, and goals established
Performing categorizes functional role relatedness as solutions develop and members carry out the work
Members align and work together toward a realistic appraisal of what they can accomplish
The Middle
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
The End The end is the period of
disengagement, ending and adjournment. It is a time concerned with sadness, good-byes, and self-evaluation.
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Setting Personal Goals Brainstorm Desires Rank Ideas Identify Methods of
Achievement Consider Limitations Identify Risks
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Organizational Behavior for the Hospitality IndustryBerger/Brownell
Achieving Personal Goals
Develop a positive attitude and enthusiasm
Allow yourself to relax Imagine
accomplishment Reorient, resume normal
activities
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07458.All Rights Reserved.
Organizational Behavior for the Hospitality IndustryBerger/Brownell
Goals Into Action State requirements and method Set up a time frame Break down goals into smaller
units Set deadlines Re-evaluate and set new deadlines