The Importance Of The SMART Model

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After the problems have been identified, second phrase of the planning process is goal setting. This is where the SMART model will be integrated, it was first introduced in 1981 Washington by George T.Doran, “There is an S.M.A.R.T way to write an organisation’s goals and objectives, but it should also be understood that not all objective written will have all five criteria. For example, not everything that is to be achieved is measurable and individual set goal does not need to be agreed-upon” (Haughey, 2014). Objectives set should be specific and well-focused, designed in a way that is detailed with clear instructions. This is an extremely important characteristic as valid data as evidence is collected to show how well a person has performed.…show more content…
Every goal represents substantial progress towards the organisation’s objectives and the individual will also be appraised on how they achieve these goals. Every goal must be accompanied with a time frame, without a deadline set there is no sense of urgency. After the goals have been set, managers have to convey these goals to each individual employee. Consistency is important and that everyone understands and are clear what their role plays in achieving these goals and how they will be assessed by their managers. Programme Purpose Facilitators HR to organise a meeting for the managers and employees - Communicate how the goals set is aligned with the organisation’s objectives. - Explain that each objective is based on the SMART theory. Managers and Employees - Communication between managers and staff is important as it encourages staff to approach their managers when they encounter issues with the goals set for them. - Everyone is aware of their own role and that by achieving each individual goal, it forms up a bigger picture which is working towards the organisation’s goal…show more content…
Empowerment has made leadership a necessary competency for all levels and it is important for managers to be aware of their own strength and weaknesses to remain competitive (Edwards, 1996). 360-degree feedback ensures that an employee's performance is observed by those who work most closely with him. Skill Sets Evaluated: Managers can Assess on: Teamwork - Able to listen to each other ideas and always ready to lend a helping hand. - Listening - Helping - Participating - Sharing Leadership - Able to make thoughtful decisions and allocate resources to achieve goals. - Never afraid to take responsibility - Charisma - Assertiveness - Understanding Communication - Able to communicate clearly giving specific instructions that are easy to understand and follow. - Active listening - Clarification when giving instructions - Decision making - Problem solving Creative thinking - Able to look at a new perspective during problem-solving and managing change. - Never give up attitude - Observing - Experimenting - Lateral thinking Interpersonal skills - Able to communicate effectively to all levels in the organisation. - Questioning - Manners - Verbal

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