One of the basic principles of management is that: all the work performed in an organisatoin should, in some way, directly or indirectly contribute to the objectives of that organisation. This means that the determination of objectives, purposes or goals is of prime importance and is a prerequisite to the solution of most management problems. Objectives are pre determined ends or goals at which individual or group activity in an organisatoin is aimed. The formations of the objectives of an organisation is necessary for the following reasons:
i) Human beings are goal-directed. People must have a purpose to do some work. Announced organizational goals invest work with meaning.
ii) Objectives serve as standards, against which performance is measured.
iii) The setting of goals and their acceptance by employees promotes voluntary co-operation and co-ordination, self-regulated behavior is achieved.
iv) The objectives stand out as guidelines for organsiational performance . They help in setting the pace for action by participants. They also help in establishing the “character” of an organisatoin. Ralph C,
a. Primary objectives, in the first instance, relate to the creation – and distribution of some goods or ser ices. The Personnel Department assists those who are engaged in production, in sals, in distribution and in finance. The goal of personnel function is the creating of a work force with the ability and motivation to accomplish the basic organizational goals. Secondly, they relate to the satisfaction of the personal objectives of the members of an organisatoin through monetary and non-monetary devices. Monetary objectives include profits for owners; salaries and other compensation for executives; wages and other compensation for employees; rent for the landowners and interest for share/stock-holders. Non-monetary objectives include prestige, recognition, security, status, or some other psychic income. Thirdly, they relate to the satisfaction-of community and social objectives, such as serving the customers honesty promoting a higher standard of living in the community, bringing comfort and happiness to society, protecting women and children, and providing for aged personnel.
b. The secondary objectives aim at achieving the primary objectives economically, efficiently and effectively.
The fulfillment of the primary objectives is contingent upon:
(i) The economic need for, or usefulness of, the goods and services required by the community/society.
(ii) Conditions of employment for all the members of an organisatoin which provide for satisfaction in relation to their needs, so that they may be motivated to work for the success of the enterprise.
(iii) The effective utilization of people and materials in productive work.
(iv) The continuity of the enterprise.
- How To Make Office Meetings a Success
- How Difficult is Decision Making?
- Long Term Benefits
- Feelings versus Attitudes
- Effort
According to the American Management Association, the objectives of personnel administration may be laid down as follows:
(i) To achieve an effective utilization of human resources in the achievement of organisation goals.
(ii) To establish and maintain an adequate organizational structure and a desirable working relationship among all the members of an organisatoin by dividing of organisatoin tasks into functions, positions, jobs, and by defining clearly the responsibility, accountability, authority for each job and its relation with other jobs/personnel in the organisatoin.
(iii) To secure the integration of the individuals and groups with an organisatoin, by reconciling individual/group with those of an organisation in such a manner that the employees feel a sense of involvement,m commitment and loyalty towards it. In the absence of an integration, friction may develop in an organisation. Which may lead to its total failure. Friction produces inefficiency. Friction may result from political aspirations, from difficulties in communication, and from faults inherent in a particular organizational structure. The behaviour of individuals and groups in any organisation also involved frictions- personal jealousies and prejudices and idiosyncrasies, personality conflicts cliques and factions favoritism and nepotism.
(iv) To generate maximum individual / group development within an organisatoin by offering opportunities for advancement to employees through training and job education or by effecting or by offering retraining facilities.
(v) To recognize and satisfy individual needs and group goals by offering an adequate and equitable remuneration, economic and social security in the form of monetary compensation, and protection against such hazards of life as illness, old age, disability, death, unemployment etc., so that the employees may work willingly and co-operate to achieve an organization’s goals.
(vi) To maintain a high morale and better human relations inside an organisation by sustaining and improving the conditions which have been established so that employees may stick to their jobs for a longer period.
No comments:
Post a Comment