GOALS AND OBJECTIVES

Goals and objectives provide organizations with a blueprint that

determines a course of action and aids them in preparing for future
changes. A goal can be defined as a future state that an organization
or individual strives to achieve. For each goal that an organization
sets, it also sets objectives. An objective is a short-term target with
measurable results. Without clearly-defined goals and objectives,
organizations will have trouble coordinating activities and
forecasting future events.

According to Barney and Griffin

Organizational goals serve four basic functions; they provide

guidance and direction, facilitate planning, motivate and inspire
employees, and help organizations evaluate and control
performance. Organizational goals inform employees where the
organization is going and how it plans to get there. When
employees need to make difficult decisions, they can refer to the
organization's goals for guidance. Goals promote planning to
determine how goals will be achieved. Employees often set goals in
order to satisfy a need; thus, goals can be motivational and increase
performance. Evaluation and control allows an organization to
compare its actual performance to its goals and then make any
necessary adjustments.
 According to Locke and Latham
Goals affect individual performance through four mechanisms.
First, goals direct action and effort toward goal-related activities
and away from unrelated activities. Second, goals energize
employees. Challenging goals lead to higher employee effort than
easy goals. Third, goals affect persistence. Employees exert more
effort to achieve high goals. Fourth, goals motivate employees to
use their existing knowledge to attain a goal or to acquire the
knowledge needed to do so.

The elements of goal-setting theory are

shown in Figure 1.
The goal-setting model indicates that individuals have needs and values that
influence what they desire. A need is defined as a lack of something desirable or
useful. According to Maslow's hierarchy of needs, all individuals possess
the same basic needs. Individuals do, however, differ in their values. Values are
defined as a group of attitudes about a concept that contains a moral quality of
like or dislike and acceptable or unacceptable. Values determine whether a
particular outcome is rewarding. Employees compare current conditions to
desired conditions in order to determine if they are satisfied and fulfilled. If an
employee finds that he or she is not satisfied with the current situation, goal
setting becomes a way of achieving what he or she wants.
 GOAL SETTING

Goals help define your organization, give direction

and avoid chaos. Goals can help motivate
members by communicating what the organization is
striving for as well as providing a basis of
recognizing accomplishments and successes.
Organizations that set goals are more effective in
recruiting members.

There are three levels of defining your organization's priorities:

1. Purpose or Mission is a broad, general statement that tells why your

organization exists: usually
doesn't change from year to year and is often the first statement in your
constitution.

2. Goals are statements describing what your organization wishes to

accomplish, stemming from
your purpose or mission. Goals are the ends toward which your efforts will be
directed and often
change from term to term or year to year, depending on the nature of the
group.

3. Objectives are descriptions of exactly what is to be done, derived from the

goals; clear specific
statements of measurable tasks that will be accomplished as steps toward
reaching your goals.They are short term and have deadlines.

Setting Goals Together

Set your goals as a group. This creates many positive results because people
will support and be
responsible for what they help create. You can expect:

1. Greater commitment and motivation among officers and members to help

achieve goals.
2. Clearer understanding of the goals and the rationale for selecting them.
3. With everyone's ideas and opinions considered, your goals will represent a
group consensus
rather than one person's opinion.

Steps for Setting Goals & Objectives:

1. Brainstorm a list of potential goals as a group.

2. Choose from the brainstorm list those you want to work on.

3. Prioritize.

4. Determine objectives for each goal and plans of action for each objective.
(Remember there can be several objectives for each goal).

5. Move into action, follow through. (Many groups fail to evaluate and revise;
thus their goals
are never achieved).

Developing An Action Plan

What is to be done?
How will it be accomplished?
What are your resources in terms of people, money and materials?
Who is responsible for completing each task?
What is the deadline?
How will you know when it is accomplished? How will you measure the
results?

Example of an Action Plan:

Goal-
To improve membership recruitment, retention and involvement.

An Objective-
To develop a committee whose purpose is to increase member involvement to
at least 40%
by next term.

How-
Brainstorm ideas to increase member involvement. Go over this list and weed
out all those
ideas that are impractical or impossible to do. Discuss this edited list with the
executive
board/leadership. Determine which will be done and delegate the final process
of setting up
this system to one or two executive officers.

Resources-
Staff, GA’s, Co-directors, Student Leaders, CASA coordinators, handouts on
recruitment, motivation and delegation.

Deadlines-
Who: Executive board and consultants
When: By next term (try to set a specific date if possible)

Results-
Acceptable--membership involvement increases by 40-70%

Better than Expected--membership involvement increases

by more than 70%.
 WHAT IS AN ORGANISATION
Basically, an organization in its simplest form (and not necessarily a legal entity,
e.g., corporation or LLC) is a person or group of people intentionally organized to
accomplish an overall, common goal or set of goals. Business organizations can
range in size from one person to tens of thousands.

There are several important aspects to consider about the goal of the business
organization. These features are explicit (deliberate and recognized) or implicit
(operating unrecognized, "behind the scenes"). Ideally, these features are carefully
considered and established, usually during the strategic planning process. (Later,
we'll consider dimensions and concepts that are common to organizations.)

Vision
Members of the organization often have some image in their minds about how the
organization should be working, how it should appear when things are going well.

Mission
An organization operates according to an overall purpose, or mission.

Values
All organizations operate according to overall values, or priorities in the nature of
how they carry out their activities. These values are the personality, or culture, of
the organization.

Strategic Goals
Organizational members often work to achieve several overall accomplishments, or
goals, as they work toward their mission.

Strategies
Organizations usually follow several overall general approaches to reach their goals.

Systems and Processes that (Hopefully) Are Aligned With

Achieving the Goals
Organizations have major subsystems, such as departments, programs, divisions,
teams, etc. Each of these subsystems has a way of doing things to, along with other
sub-systems, achieve the overall goals of the organization. Often, these systems and
processes are define by plans, policies and procedures.
How you interpret each of the above major parts of an organization depends very
much on your values and your nature. People can view organizations as machines,
organisms, families, groups, e

SONY INDIA

ABOUT SONY

 History of Sony India

Sony’s humble beginning started in Japan in 1946 from the
sheer determination and hard work of two bright and enterprising
young men. Both Masaru Ibuka and Akio Morita joined hands in
making their dream of a successful global company a reality.

 Story of Sony
It was in 1946 that Masaru Ibuka and Akio Morita together with a
small team of passionate and committed group of employees
started to build “Tokyo Tsushin Kenkyujo” (Totsuko), or “Tokyo
Telecommunications Research Institute” to the billion dollar global
conglomerate that it is today. The main objective of the company
was to design and create innovative products which would benefit
the people.

 Overview
One of the most recognized brand names in the world today, Sony
Corporation, Japan, established its India operations in November 1994,
focusing on the sales and marketing of Sony products in the country. In a
span of 15 years Sony India has exemplified the quest for excellence in the
world of digital lifestyle becoming the country’s foremost consumer
electronics brand. With relentless commitment to quality, consistent
dedication to customer satisfaction and unparalleled standards of service,
Sony India is recognized as a benchmark for new age technology, superior
quality, digital concepts and personalized service that has ensured loyal
customers and nationwide acclaim in the industry.

Sony India also has a strong service presence across the country with 20
company owned and 190 authorized service centers and 16 exclusive
demonstration centers. A distinctive feature of Sony’s service is its highly
motivated and well-trained staff that provides the kind of attentive and
sensitive service that is rare today.

“Sony is committed to ensuring that both the products and

the marketing activities employed truly make a difference to
people’s lifestyles and offer them new dimensions of
enjoyment.”
 Company Outline

Company: Sony India Pvt. Ltd.

Managing
Mr. Masaru Tamagawa
Director:

Date of
November 17, 1994
Establishment:

Location: A-31, Mohan Cooperative Industrial Estate, Mathura Road, New Delhi
- 110044, India.

Staff Strength: 728

Share Capital: Rs. 550 million

Share Holding: 100% subsidiary of Sony Corporation, Japan

Branch Delhi, Haryana, Mumbai, Bangalore, Chennai, Kolkata, Hyderabad,

Offices: Vijayawada, Jaipur, Chandigarh, Lucknow, Pune, Ahmedabad, Indore,
Cochin, Coimbatore, Ghaziabad, Guwahati, Mangalore and Ranchi

Marketing, Sales and After-Sales Service of electronic products &

software exports
Products: Televisions, Hi-fi Audios, Home Theater systems and DVD
players, Personal Audio (CD/Cassette Radio Players and Walkman®),
Business
Audio Video Accessories, Car Audio and Visual Systems, Notebooks,
Activities:
Gaming Consoles, Camcorders and Digital Still Cameras, Digital
Imaging Accessory (Batteries, Chargers, Microphone, Photo Printers),
Mobile Phones, Recording Media and Energy Devices, Broadcast and
Professional products.
Corporate Social Responsibility

The Sony Group recognizes that its businesses have direct and
indirect impact on the communities in which we operate. Find out how
Sony is contributing towards being a positive global citizen.

 Community Activities
With the goal of fostering positive relationships within the communities
in which we operate in, Sony engages in a myriad of activities and
encourages employees to play an active role in their communities.

1) Free Pollution Check Camp

2) Tree Plantation for clean and green surrounding

3) Delhi kids become scientists at the Sony Science

Show

Environment

 Environment Policy
Sony India is Committed to comply with Sony Group Environment
Vision (SGEV) and to continually improve Environment
Performance in our office.
 LOGO

As we have seen in previous chapters, goals and goal setting are critical to organizational
effectiveness. The following assessment surveys your beliefs about how goals should be set
to increase the productivity of organizations. Instructions: Choose the number on the scale
that most clearly reflects your view of what the most desirable situation should be for
productivity.

(Strongly Disagree = 0, Disagree = 1, Don't Know = 2, Agree = 3, Strongly Agree = 4)

 1. Members of the organization should understand exactly what they are supposed to do
on their jobs.

Strongly Disagree 0 1 2 3 4 Strongly Agree

2. Goals should be challenging but reasonable (neither too hard nor too easy).

Strongly Disagree 0 1 2 3 4 Strongly Agree

3. There should be deadlines for accomplishing goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

4. Goals should be clearly explained to everyone in the organization.

Strongly Disagree 0 1 2 3 4 Strongly Agree

5. Managers should encourage people to reach their goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

6. Organizational members should have some say in deciding how they will go about
implementing their goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

7. Organizational membrs should get credit and recognition when they attain their goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

8. Organizational members should get feedback indicating that they have reached their
goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

9. Sometimes people will compete with coworkers to see who can do the best job in
reaching their goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

10. Reaching goals should increase people's chances for a pay raise.

Strongly Disagree 0 1 2 3 4 Strongly Agree

11. Organization members should have suitable or effective action plans for reaching their
goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

12. Job training should be good enough so that everyone is capable of reaching their
goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

13. Work teams in the organization should work together to attain goals.
 Strongly Disagree 0 1 2 3 4 Strongly Agree

14. In performance appraisal sessions, managers should stress problem-solving rather

than criticism.

Strongly Disagree 0 1 2 3 4 Strongly Agree

15. Working toward goals is stressful.

Strongly Disagree 0 1 2 3 4 Strongly Agree

16. Organizational members often fail to attain their goals.

Strongly Disagree 0 1 2 3 4 Strongly Agree

17. Organizational members have too many goals (they are too overloaded).

Strongly Disagree 0 1 2 3 4 Strongly Agree

18. Organizational members are given incompatible or conflicting goals by different

managers (or even by the same one).

Strongly Disagree 0 1 2 3 4 Strongly Agree

19. Organizational members' job goals lead them to take excessive risks.

Strongly Disagree 0 1 2 3 4 Strongly Agree

20. The pressure to acheive goals can lead to considerable dishonesty and cheating.

Strongly Disagree 0 1 2 3 4 Strongly Agree

21. Goals are used more to punish people than to help them do their jobs well.

Strongly Disagree 0 1 2 3 4 Strongly Agree

22. If a manager makes a mistake that effects someone's ability to attain his or her goals,
the manager refuses to admit it or discuss it.

Strongly Disagree 0 1 2 3 4 Strongly Agree