CRAFTING GOALS, OBJECTIVES, VISION AND MISSION FOR THE

FUTURE

At times there exists a thin line between goals and objectives. Goals are vague objective or an
end an organization or individual wants to achieve while objectives are something specific that
an organization or an individual wants to achieve. Ezeuzoh(2017) posits that James Caan noted
that it is essential to have clear goals in place rather than just vague descriptions such as saying
you want to grow.success in any walk of life is based on putting your goals first.Find out what
you want, decide exactly how you will achieve it, and let nothing distract you from the result.
Objectives must be stated in specific terms. However, Ramsay (2017) posits that goals are
merely the desires we have that are made precise with a deadline attached to them. This is a little
bit conflicting with definition of objectives. To feel like you are, genuinely moving forward and
making adequate progress in life, it is crucial that the goals you commit to pursuing each play a
part in driving you forwards toward accomplishing a far greater vision. Vision is a dream. It
defines what something for example business will be in future. Organizations and individuals
have stated vision. Vision is a statement of strategic intent that highlights the aspiration of an
organization. We also have mission. Mission is a unique and broad statement of organization’s
values and aspiration. Before we implement a mission, it must be divided into specific
objectives.

However, setting and achieving healthy goals is essential to health and happiness. Striving
towards healthy goals expresses that you are the boss of your life and that life isn't the boss of
you! Having goals is always a good thing!

Visualizing a goal is more important than having all the answers about how it's going to be
actualized. The first stage in the construction of a house is the creation of a set of plans that show
the end vision of what the house will eventually look like. Without this set of plans, it will be
impossible for those involved in building the house to know what the end product should look
like.

If you don't have a clear vision of what you want to accomplish in life, you can end up spending
years, going around in circles, committing to things that you don't care about, and frustrated with
the world in general. People who aren't actively working towards a goal or a vision in life will
often experience life as being meaningless and directionless.

The great news is that life doesn't have to be this way! Although many people assume that
getting a vision for their future will be a challenging and time-consuming process, it isn't.

A meaningful vision for your future can be as simple as making a difference in the life of one
other person, or, it could be impacting the world on an enormous geographical scale - and
everything in-between!
The first step of goal setting is to define your vision, and take full responsibility for what it is that
you want to achieve. This vision cannot be what you think other people want you to do, or even
what you 'think' is just a good idea.

It is important to understand that 'good idea do not come from the same place as meaningful
visions. Ideas come from our head, and visions come from our heart.

The vision and goals that you develop for your future can not what other people want or expect
from you because the purpose here is not to please others, but to find something that will
motivate you for the rest of your life (or, for the next couple of years at least).

If you don't have a vision for your future, consider the best case scenario about what you could
have achieved in your life in five years from now. Doing this should give you a starting point for
defining 1 or 2 goals (at least).

If you want to succeed with goal setting, you need to define your most important goals
throughout your full range of life areas. Without having a set of targets in life that inspire you,
you won't have much clarity of focus and direction for your future.

Goal setting allows you to take control of your life's direction and also provides you with a
benchmark that can be used to determine whether you're making progress towards these goals, or
whether you're not.

Firstly, though, to accomplish any goals in life, you need to know how to set goals because goal
setting is a process that starts with careful consideration of what you genuinely want to achieve.

The part of the goal setting process that most people don't like is often the (guaranteed) hard
work that'll be required to accomplish them! In between setting goals and achieving them are a
series of five steps that transcend the specifications of each goal.

Understanding these steps will allow you to set realistic goals that you can confidently
accomplish.

Tips

Only Set Goals that Inspire You

When you set goals for yourself, it's crucial that they inspire you, that they are important to you,
and that achieving them will positively benefit the world in some way. If you goals are small,
irrelevant to anyone's quality of life or uninspiring, then the chances of you investing time into
making them happen is slim. Genuine inspiration is the key principle behind successful goal
setting.
It's important to set goals that are in alignment with your top priorities in life, because if you
don't have this degree of focus, you stand at risk of feeling overwhelmed by them, and giving up
too soon due to not even knowing where to start tackling them.

Goal achievement requires commitment, patience, persistence and perseverance - and with any
of these

elements missing from the goal setting equation, you're chances of fulfilling these goals are
limited.

So to maximize your chances of goal setting success, remember to make sure that your goals are
both inspiring and relevant to you. Ask yourself the question, "If I were to share my goal with
other people, would they see my goals as being significant and meaningful, or selfish and
small?"

How you answer this question will determine whether your goals are actually worth pursuing, or
whether they aren't!

What is a greatest life vision?

Your greatest life vision is a simple statement that outlines an ideal description of the main
outcome of your life.

This statement should inspire you; it should motivate you; drive you out of bed every morning
and towards taking appropriate actions that will get you closer to fulfilling it.

It's this statement that gives you a perspective on life, so that when tough times come your way
(which they will), you'll remain focused on the prize, consistent in your ways, and unaffected by
the negativity of society, your peers or even your family members.

This personal vision statement will become relevant to every area of your life, including your
relationships, your career, your finances, your spare time and even your routine responsibilities.

This statement becomes a vision for your future that will define and shape every decision you
make until you eventually fulfil it. To understand what your greatest life vision might look like,
consider the statements you'd find on the gravestones of those who have passed away.

Although I appreciate that this might seem like an unusual thing to consider, gravestones merely
contain an accurate overview of the way in which people conduct themselves around other
people throughout life (who they were, and how they are remembered by those they've left
behind).

Your greatest life vision will be a verbalization of the words that you'd ideally have inscribed
upon your tombstone. The words on your tombstone will act as a reflection of the life that you've
lived as remembered by others. An obituary is the unabridged version of this and will mostly
describe who you were and how other people remember you.

Crafting Your S.M.A.R.T. Goal Statements

Setting goals helps you identify what you want to achieve. Crafting S.M.A.R.T. goals will help you ensure
that your goals are both realistic and ambitious, and that you consider all the relevant details that will
help to ensure the successful fruition of your goals. Take time to thoughtfully complete the questions
below. Each question is designed to give you greater clarity around what you wish to accomplish and
what will allow you to achieve your goal.

Initial Goal- Write the goal you have in mind.

*Specific -What do you want to accomplish? Who needs to be included? When do they need this by?
Why should achieving this outcome be prioritized?
*Measureable- How can you measure progress? How will you know if you’ve successfully met your
goal?
*Achievable- Do you have the skills required to achieve this goal? If not, can you obtain them? What
resources do you need to accomplish this goal? Do you have access to these resources? If
not, can you improvise? What is the motivation that’s driving this goal? Is the amount of
effort required on par with what the goal will achieve?
*Relevant- Why should you set this goal now? Is this goal aligned with the overall objectives of your
team, department, and/or organization?
*Time-bound- What is the deadline? Is this timeline realistic?

Crafting Instructional Objectives

Instructional objectives should specify four main things:
 Audience - Who? Who is this aimed at?
 Behavior - What? What do you expect them to be able to do? This should be an overt,
observable behavior, even if the actual behavior is covert or mental in nature. If you can't
see it, hear it, touch it, taste it, or smell it, you can't be sure your audience really learned
it.
 Condition - How? Under what circumstances will the learning occur? What will the
student be given or already be expected to know to accomplish the learning?
 Degree - How much? Must a specific set of criteria be met? Do you want total mastery
(100%), do you want them to respond correctly 80% of the time, etc. A common (and
totally non-scientific) setting is 80% of the time.
This is often called the ABCD's of objectives, a nice mnemonic aid!
Tip: Never use the word understand in an objective. It is too vague, and does not
specify a measurable behavior.

Be SMART

Instructional objectives should be SMART:

Specific - Use the ABCDs to create a clear and concise objective.

Measurable - Write the objective so that anyone can observe the learner perform
desired action and objectively assess the performance.

Achievable - Make sure the learner can do what is required. Don't, for example, ask
the learner to perform complex actions if they are a beginner in an area.

Relevant - Demonstrate value to the learner. Don't teach material that won't be
used or on which you will not assess.

Timely and Time Bound - Ensure the performance will be used soon, not a year
from now. Also, include any necessary time constraints, such as completing a task in
"10 minutes or less."
 Examples of Well-written Objectives

Below are some example objectives which include Audience (A), Behavior (B),
Condition (C), and Degree of Mastery (D). Note that many objectives actually put the
condition first.
 Audience - Black
 Behavior - Green
 Condition - Blue
 Degree - Purple
Psychomotor - "Given a standard balance beam raised to a standard height, the
student (attired in standard balance beam usage attire) will be able to walk the entire
length of the balance beam (from one end to the other) steadily, without falling off, and
within a six second time span."
Cognitive (comprehension level) - "Given examples and non-examples of
constructivist activities in a college classroom, the student will be able to accurately
identify the constructivist examples and explain why each example is or isn't a
constructivist activity in 20 words or less."
Cognitive (application level) - "Given a sentence written in the past or present
tense, the student will be able to re-write the sentence in future tense with no errors in
tense or tense contradiction (i.e., I will see her yesterday.)."
Cognitive (creation/synthesis level) - "Given two cartoon characters of the student's
choice, the student will be able to list five major personality traits of each of the two
characters, combine these traits (either by melding traits together, multiplying together
complimentary traits, or negating opposing traits) into a composite character, and
develop a short (no more than 20 frames) storyboard for a cartoon that illustrates three
to five of the major personality traits of the composite character."
Affective - "Given the opportunity to work in a team with several people of different
races, the student will demonstrate a positive increase in attitude towards non-
discrimination of race, as measured by a checklist utilized/completed by non-team
members."
When reviewing example objectives above, you may notice a few things.
 As you move up the "cognitive ladder," it can be increasingly difficult to precisely specify
the degree of mastery required.
 Affective objectives are difficult for many instructors to write and assess. They deal
almost exclusively with internal feelings and conditions that can be difficult to observe
externally.
 It's important to choose the correct key verbs to express the desired behavior you want
students to produce. See the pages on cognitive objectives, affective objectives,
and psychomotor objectives to see examples of key words for each level.

Typical Problems Encountered When Writing Objectives

Problems in Writing Objectives

Problem Error Type

Too vast/complex The objective is too broad in scope or is actually more than one objective.

se/missing behavior, condition, The objective does not list the correct behavior, condition, and/or degree, or they are missing.
or degree

Only topics listed Describes instruction, not conditions. That is, the instructor may list the topic but not how he or she
 Problems in Writing Objectives

Problem Error Type

expects the students to use the information

False performance No true overt, observable performance listed.

______________________________________________________________________________

CRAFTING GOALS AND OBJECTIVES

Goals and Objectives are essential for effective and successful program planning, implementation and
evaluation. They help to guide the design, implementation and evaluation of any program. They also
articulate the criteria against which the success of the program will be measured.

Goals. Goals are general statements regarding planned outcome. Goals are global and general in nature,
providing an overall sense of direction. They often refer to the distant or ultimate “prize” such as
reductions in morbidity, mortality, or quality of life. Goals may also refer to changes in behavior related
to prevention or care. Goals are often inferred but not observed. They are usually not measurable.

Outcome Objectives. Outcome objectives are specific statements describing the intended effects of the
intervention and are generally stated in terms of changes in knowledge, attitude, skills, and behaviors.
Outcome objectives address the question, “How well did we do what we said we were going to do?”.
There is a close link between the defined “need” and the outcome objective. The objective should
directly address the defined need.

Outcome objectives should include:

o Target date

o Target audience

o Intervention

o Expected change to knowledge, skill, attitude, behavior (or intent)

o Means for measuring change

Process Objectives. A specific statement of the service that will be delivered and focus on the amount,
frequency and duration of the intervention as well as the characteristics of those served by the
intervention. Process objectives address the question, “Did we do what we said we were going to do?” It
might be helpful to think of these as the “deliverables”. There may be one or more process objectives
associated with each outcome objective.

Process objectives should include:

o Target date

o Target audience

o Type, number of interventions, duration

o Expected number of clients (service units, contacts)

o Location (service area and venue)

o Means of measurement

Activities. A specific statement about what actions or steps will be taken to accomplish each process
objective. Activities are a means to an end, not an end in themselves. They are things that must be done
by someone to accomplish a process objective. They might be thought of as “to do” lists.

S.M.A.R.T
Guidelines for Well-Crafted Objectives
Specific who? what? Is the target audience specified?
Is the intended change (knowledge, attitude,
behavior) specified?
Is the intervention described? Is the venue/location
specified?
Measurable how much? Can the intended change be measured in an objective
how many? manner?
Is the method/tool for measurement specified?
Are there baseline data to compare to?
Appropriate why? Is there a clear link between the defined need and the
where? outcome objective?
how? Are these objectives culturally appropriate?
Will the program or service be accepted by the target
audience?
Realistic Is the level of service feasible?
Is the amount of change achievable given resources
and experience?
Is the amount of change consistent with behavioral
science and evaluation literature?
Time-based when? Does the objective specify when the change will be
achieved?
Can the objective be reasonably accomplished within
the given time frame?

The Nature of Goals and Objectives

Learning Objectives

1. Know the difference between goals and objectives.

2. Know the relationship between goals and objectives.
3. See how goals and objectives fit in the P-O-L-C framework.

What Are Goals and Objectives?

Goals and objectives provide the foundation for measurement. Goals are outcome
statements that define what an organization is trying to accomplish, both
programmatically and organizationally. Goals are usually a collection of related
programs, a reflection of major actions of the organization, and provide rallying points
for managers. For example, Wal-Mart might state a financial goal of growing its
revenues 20% per year or have a goal of growing the international parts of its empire.
Try to think of each goal as a large umbrella with several spokes coming out from the
center. The umbrella itself is a goal.
In contrast to goals, objectives are very precise, time-based, measurable actions that
support the completion of a goal. Objectives typically must (1) be related directly to the
goal; (2) be clear, concise, and understandable; (3) be stated in terms of results; (4)
begin with an action verb; (5) specify a date for accomplishment; and (6) be
measurable. Apply our umbrella analogy and think of each spoke as an objective. Going
back to the Wal-Mart example, and in support of the company’s 20% revenue growth
goal, one objective might be to “open 20 new stores in the next six months.” Without
specific objectives, the general goal could not be accomplished—just as an umbrella
cannot be put up or down without the spokes. Importantly, goals and objectives become
less useful when they are unrealistic or ignored. For instance, if your university has set
goals and objectives related to class sizes but is unable to ever achieve them, then their
effectiveness as a management tool is significantly decreased.
Measures are the actual metrics used to gauge performance on objectives. For
instance, the objective of improved financial performance can be measured using a
number metrics, ranging from improvement in total sales, profitability, efficiencies, or
stock price. You have probably heard the saying, “what gets measured, gets done.”
Measurement is critical to today’s organizations. It is a fundamental requirement and an
integral part of strategic planning and of principles of management more generally.
Without measurement, you cannot tell where you have been, where you are now, or if
you are heading in the direction you are intending to go. While such statements may
sound obvious, the way that most organizations have set and managed goals and
objectives has generally not kept up with this commonsense view.

Measurement Challenges
There are three general failings that we can see across organizations related to
measurement. First, many organizations still emphasize historic financial goals and
objectives, even though financial outcomes are pretty narrow in scope and are purely
historic; by analogy, financial measures let you know where you’ve been, but may not
be a good predictor of where you are going.
Second, financial outcomes are often short term in nature, so they omit other key
factors that might be important to the longer-term viability of the organization. For
instance, return on sales (ROS, or net profit divided by total sales) is a commonly used
measure of financial performance, and firms set goals and objectives related to return
on sales. However, an organization can increase return on sales by cutting investments
in marketing and research and development (since they are costs that lessen the
“return” dimension of ROS). It may be a good thing to cut such costs, but that type of
cost-cutting typically hurts the organization’s longer-term prospects. Decreases in
marketing may reduce brand awareness, and decreases in research and development
(R&D) will likely stifle new product or service development.
Finally, goals and objectives, even when they cover more than short-term financial
metrics, are often not tied to strategy and ultimately to vision and mission. Instead, you
may often see a laundry list of goals and objectives that lack any larger organizing logic.
Or the organization may have adopted boilerplate versions of nonfinancial
measurement frameworks such as Kaplan and Norton’s Balanced Scorecard,
Accenture’s Performance Prism, or Skandia’s Intellectual Capital Navigator.
Goals and Objectives in P-O-L-C

Goals and objectives are an essential part of planning. They also have cascading
implications for all the aspects of organizing, leading, and controlling. Broadly speaking,
goals and objectives serve to:

 Gauge and report performance

 Improve performance
 Align effort
 Manage accountabilities

Goals, Objectives, and Planning

Planning typically starts with a vision and a mission. Then managers develop a strategy
for realizing the vision and mission; their success and progress in achieving vision and
mission will be indicated by how well the underlying goals and objectives are achieved.
A vision statement usually describes some broad set of goals—what the organization
aspires to look like in the future. Mission statements too have stated goals—what the
organization aspires to be for its stakeholders. For instance, Mars, Inc., the global food
giant, sets out five mission statement goals in the areas of quality, responsibility,
mutuality, efficiency, and freedom. Thus, goals are typically set for the organization as a
whole and set the stage for a hierarchy of increasingly specific and narrowly set goals
and objectives.

However, unless the organization consists of only a single person, there are typically
many working parts in terms of functional areas and product or service areas.
Functional areas like accounting and marketing will need to have goals and objectives
that, if measured and tracked, help show if and how those functions are contributing to
the organization’s goals and objectives. Similarly, product and service areas will likely
have goals and objectives. Goals and objectives can also be set for the way that
functions and product or service areas interact. For instance, are the accounting and
marketing functions interacting in a way that is productive? Similarly, is marketing
delivering value to product or service initiatives?

Goals, Objectives, and Organizing, Leading, and Controlling

Within the planning facet of P-O-L-C alone, you can think of goals and objectives as
growing in functional or product/service arena specificity as you move down the
organization. Similarly, the time horizon can be shorter as you move down the
organization as well. This relationship between hierarchy and goals and objectives is
summarized in the following figure.

Obviously, the role of goals and objectives does not stop in the planning stage. If goals
and objectives are to be achieved and actually improve the competitive position of the
firm, then the organizing, leading, and controlling stages must address goals and
objectives as well.

The way that the firm is organized can affect goals and objectives in a number of ways.
For instance, a functional organizational structure, where departments are broken out
by finance, marketing, operations, and so on, will likely want to track the performance of
each department, but exactly what constitutes performance will probably vary from
function to function.

In terms of leadership, it is usually top managers who set goals and objectives for the
entire organization. Ideally, then, lower-level managers would set or have input into the
goals and objectives relevant to their respective parts of the business. For example, a
CEO might believe that the company can achieve a sales growth goal of 20% per year.
With this organizational goal, the marketing manager can then set specific product sales
goals, as well as pricing, volume, and other objectives, throughout the year that show
how marketing is on track to deliver its part of organizational sales growth. Goal setting
is thus a primary function of leadership, along with holding others accountable for their
respective goals and objectives.

Figure 6.4 Goals and Objectives in Planning

Finally, goals and objectives can provide a form of control since they create a feedback
opportunity regarding how well or how poorly the organization executes its strategy.
Goals and objectives also are a basis for reward systems and can align interests and
accountability within and across business units. For instance, in a business with several
divisions, you can imagine that managers and employees may behave differently if their
compensation and promotion are tied to overall company performance, the performance
of their division, or some combination of the two.

Key Takeaway

Goals are typically outcome statements, while objectives are very precise, time-based,
and measurable actions that support the completion of goals. Goals and objectives are
an essential element in planning and are a key referent point in many aspects of
organizing, leading, and controlling. Broadly speaking, within the P-O-L-C framework,
goals and objectives serve to (1) gauge and report performance, (2) improve
performance, (3) align effort and, (4) manage accountabilities.

Exercises
 1. What is the difference between a goal and an objective?
2. What is the relationship between a goal and an objective?
3. What characteristics should a good objective have?
4. What four broad ways do goals and objectives fit in the P-O-L-C framework?
5. Why are goals and objectives relevant to leadership?
6. In what ways do goals and objectives help managers control the organization?

Oftentimes people refer to goals and objectives as if they're the same thing. They are, in
fact, different. A goal, used in this context, is a broad definition. For example, saying that
you want to become a better runner is a goal. It is general and broad in nature and lacks
specifics.

An objective, on the other hand, is quite specific. It further defines a goal. To continue
with our running example, an objective can be stated as such, "I would like to run a sub
five minute mile." Without question, goals and objectives are similar and can be
complementary to each other.

With a goal there is no pressure to be specific. It is, in fact open ended. Setting goals is
effective as a broad outline for something you want to achieve. However, because of its
fundamental nature of being broad and open-ended, it is not the ideal way to achieve
something.

That's where objectives come in. Objectives are defined and measured in both time and
by what is accomplished. If there is something meaningful and specific that an individual
wants to accomplish then they are far better served defining objectives as opposed to
setting goals.

When explaining how objectives work the SMART acronym is commonly used. It is
defined as follows:

S - Specific
M - Measurable
A - Attainable
R - Realistic
T - Timed

When we understand how the two complement each other we can then formulate a plan
to accomplish a desired task. For instance, if you have a goal in mind, the best way to
achieve it is to define a series of objectives that will move you toward your goal. Think of it
as a roadmap of sorts. Although that may be a bit of a clumsy metaphor.

To summarize, a goal is a broad, direction setting statement. It describes what you want
to achieve through your efforts. An objective is more specific and has the potential to be
measured. Both are designed to get you to take action and work quite well to complement
each other when one understands the distinction between the two.

So the next time you want to achieve something remember to state your goal and then
further define it by outlining your objectives. By doing that you will have focus and
direction as you move toward your stated purpose. That's how to effectively put goals and
objectives to work for you.

Let's Get S.M.A.R.T.

 A popular mnemonic, S.M.A.R.T. helps people remain on a path to academic, professional, and
personal success. The S.M.A.R.T. system enables individuals to devise a solid plan with concrete
and measurable goals, leaving little to chance.

S.M.A.R.T. stands for Specific, Measurable, Achievable, Relevant, and Time-bound. Let's take a
closer look.

 Specific: Goals should be written in the most simplistic manner possible, honing in on one specific
outcome. Without this core principle, you might find it hard to focus and, in the end, feel unmotivated.
 Bad: I want to be a better student.
o Good: I'm going to focus on boosting my overall grade in MAT 101.
 Measurable: Goals need to be measurable in such a way that tangible evidence can be presented along
the way. It's fun to track your milestones! This can be as simple as setting a specific date for your
achievement.
 Bad: I'm going to study for this Friday's math test.
o Good: I'm going to study every day and then meet with a tutor on Wednesday to prepare for Friday's
test.
 Achievable: Goals should be designed like a good workout. They should stretch you slightly, so you feel
challenged, but not cause stress or injury.
 Bad: I'm going to lose 20 lbs.
o Good: I'm going to lose 2 lbs. every week by choosing healthy meal options over-processed foods.
 Relevant: It's important to examine your goal. Make sure it's relevant and realistic.
 Bad: I want to make money on the stock market. (But you hate finance.)
o Good: I want to make money as a personal trainer. (Since you love going to the gym.)
 Time-bound: Goals should be linked to a timeframe that creates a practical sense of urgency, creating a
healthy tension that will propel you forward.
 Bad: I want to submit a short story in the contest next month.
o Good: I'm going to draft an outline for my first short story this Wednesday.

Examples of S.M.A.R.T. Goals

This system is sure to provide structure and accountability in your professional, academic, or
personal life. Let's take a look at a few examples that might help you build out your own goal-
setting system.

Sample of a Professional S.M.A.R.T. Goal

Overall Goal: I want to run my own consulting business.

S.M.A.R.T. Goal: Within one month, I will land my first client after organizing a sensible plan
for sending out pitches.
 Specific: Using my network, I will seek out companies in need of my consulting services.
 Measurable: I will pitch my first three clients within two weeks, aiming to pitch five per week thereafter.
 Achievable: I will competently outline what I can do for businesses, I will perfect my pitch, and work on
my portfolio.
 Relevant: Knowing this is something I'm good at, I will utilize my contacts and remain focused on my
dream to do work I enjoy.
 Time-based: I will start pitching clients immediately; within a month, I will have my first paying client.

Sample of an Academic S.M.A.R.T. Goal

Overall Goal: I want to be a better student.

S.M.A.R.T. Goal: I will target my lowest class average in order to raise my overall GPA.
 Specific: I want to improve my overall GPA so I can apply for new scholarships next semester.
 Measurable: I will earn a B or better on my MAT 101 midterm exam.
 Achievable: I will meet with a math tutor every week to help me focus on my weak spots.
 Relevant: I'd like to reduce my student loans next semester. Bringing up this low-class average will open
new doors for me.
 Time-based: I still have six weeks until midterms. This leaves me plenty of time to meet with a tutor and
decide if any additional steps are necessary.

Sample of a Personal S.M.A.R.T. Goal

Overall Goal: I want to lose weight and be in better health.

S.M.A.R.T. Goal: I will focus on my food habits, and I will begin to lead a healthier lifestyle.
 Specific: I will cut down on junk food as a first step toward overall good health.
 Measurable: By December, I will only have organic foods and healthy snacks in my pantry.
 Achievable: I will see a nutritionist to design a healthy eating plan.
 Relevant: This will cure some of my nagging ailments e.g. fatigue, lower back pain.
 Time-based: In September I will change my eating habits. In October I will start walking more. By the
holidays, I'll be able to indulge a little without ruining my new healthy habits.
Did you notice all the instances of "I will" in the above examples? Keep telling yourself that
you will do this, that you can do this, not just that you'd like to. You started achieving your goal
the minute you wrote S.M.A.R.T. on that fresh sheet of paper.
It's true that stress doesn't always leave room for motivation. However, if we chip away at small
projects, little by little, following S.M.A.R.T. goals, we will start to see positive changes emerge.
The simple act of checking things off our goal sheets is profoundly rewarding. That small act can
have a domino effect down a whole stream of other activities.

Stay on the Right Track

Writing down measurable goals and objectives help you stay on track and stay encouraged.
Dream as big as you'd like. Just make sure you start with specific and measurable milestones that
are achievable and relevant. Making your goals time-based means you just might get there this
time and watch your plans finally take shape.

Tips for Writing Goals and Objectives

Although many different courses will cover in depth writing goals and objectives for health promotion
programs, grants, and organizations, we have compiled a few tips to help write your goals and objectives
early in your career.

What are goals and objectives?

A goal is an overarching principle that guides decision making. Objectives are specific, measurable steps
that can be taken to meet the goal.

For example

Goal Develop an increased understanding of careers in health education by the end of the
Fall 2006 semester

Objectives 1. Find five job descriptions for health education related jobs by the beginning of
December
2. Interview two current health education professionals by the end of November
3. Identify three organizations that employ health educators by the end of September

A common way of describing goals and objectives is to say that :

Goals are broad Objectives are narrow

Goals are general intentions Objectives are precise
Goals are intangible Objectives are tangible.
Goals are abstract Objectives are concrete.
Goals are generally difficult to measure Objectives are measurable

These are not the only definitions of goals and objectives. Goals and objectives are used in different
ways for different purposes and several of your classes will offer you greater insight into using goals and
objectives.

Throughout your master programs, you will come to appreciate the importance of measurable goals.
Measurable goals and objectives are essential for evaluating progress. Your personal goals are no
different. A useful way of making goals and objectives more powerful and measurable is to use the
SMART mnemonic. While there are plenty of variants, SMART usually stands for:

S Specific
M Measurable
A Attainable
R Relevant
T Time-bound

For example, instead of saying “I will talk to people about health education” say “I will interview three
current health educators including questions about their position and career development by December
1, 2006”.
1. Objectives
2. 42. Objectives Objectives represent a managerial commitment to achieve
specified results in a specified period, of time. They clearly spell out the
quantity and quality of performance to be achieved, the time period, the
process and the person who is responsible for the achievement of the
objective.
3. 43. “Objectives are end results of planned activity” “Objectives state what
is to be accomplished by when and should be quantified if possible.”
4. 44. • objectives are more specific and narrower • Objectives are always
measurable and particular • It vary with the hierarchical level in the
organization, becoming more focused and short term going down from top
level to frontline managers. • Objectives are critical for organizational
effectiveness and efficiency, and it has been shown that managers who
aggressively pursue objectives perform better that managers who are not
driven by them.
5. 45. Importance of objectives 1. Objectives help to define the organization
in its environment 2. Objectives help in coordinating decisions and
decision-maker 3. Objectives help in formulating strategies 4. Objectives
provide standards for assessing organizational performance
6. 46. Characteristics of good Objective 1. Specific and Unambiguous 2.
Time horizon 3. Flexible 4. Attainable 5. Measurable 6. Multiple objectives
7. 47. 1) Specific and unambiguous Help to remove confusion about the
target at which efforts should be directed  Help to determine reward
structure in fair and equitable manner  Eg : objective of almost every
business would have increased profitability, but it should be explicitly
explained, as 10% increase in profit 
8. 48. 2) Time horizon Should be stated in terms of a time frame within
which they should be attained  Without a timeframe, an objective would
be ineffective and almost meaningless.  Eg : A 10% increase in profit
being targeted over a year is a different, objective than over 2yrs, if there
is no time horizon, this objective would serve no purpose 
9. 49. 3) Flexible  Since objectives are set in the future, which cannot be
predicted, exactly there should be room for altering an objective should
the environment change.
10.50. 4) Attainable Objectives are balanced act between being too easy and
too difficult  Should be challenging enough in that they give rise to
innovation and fresh approaches, yet they should be achievable with not
too much increase in resourse 
11.51. 5) Measurable Should be stated in quantifiable, measurable terms  So
everyone can clear about objectives, progress can be measured towards
the objectives and employees morale can be tied to number rather than
personalities 
12.52. 6) Multiple objective Rare to have just one objective that all
employees work towards.  Eg : An objective such as increasing in number
of customers served would directly with either a cost maximization or
quality improvement objective.  Even when the management aligns
different objectives, even seemingly opposing ones, but all efforts is
coordinated in the same direction. 
13.53. Characteristics 1. Facilitate to achieve mission and goals 2. Set the
basis for strategic decision making 3. Clear the relationship of
organization with environment 4. Understandable to each member of
organization 5. Should be measurable and controllable• Should be relat ed
 to time frame 6. Should be challenging• Should be concrete and specific 7.
Should be formed within the constraints 8. Should motivate people .
14.54. Factors affecting Objectives 1. Size of the organization :Bigger size
makes that objective formulation process complex. 2. Level of
management :Organizational objectives are set by managers. Different
levels of managers set different kinds of objectives. 3. Organization
culture :Culture is a system of shared set of values,beliefs and norms that
guide behavior.
15.55. Areas of objectives 1. Markets share 2. Leadership in innovation and
technology 3. Product quality and productivity 4. Resource level 5.
Customer satisfaction 6. Performance level 7. Social responsiveness
16.56. 1) Market share Healthy market share should sustain even as an
organization tries to increase its share.  Sustainable market share is
important in stable markets and in competitive environment. 
17.57. 2) Leadership in innovation & productivity Innovation is needed for
success and in some cases for survival.  Innovation must be translated
into objectives and indicate what the organization is aiming for. 
18.58. 3) Product quality and productivity Designing and ensuring quality has
been shown to be critical competitive strength.  Constant balance
between achieving efficiency as related to cost-cutting objective and
maintaining quality. 
19.59. 4) Recourse level Resources includes inventory, equipments, capital,
human capital  Resources imply cost, their use should be minimized
without any compromise in aspects such as quality and serivice  5)
Customer satisfaction  Maintaining customer relations and building
customer loyalty and goodwill are highly desirable
20.60. 6) Performance level Related to productivity and effectiveness 
Performance objectives can also include innovation and professional
development  7) Social responsiveness  Business respond to society and
community by specifying explicit objectives for socially beneficial
activities.
21.61. Example Objectives Minnesota Mining & Manufacturing (3M) Financial
objectives 1. To achieve 10% growth in earnings per share. 2. To achieve
20% - 25% return on equity. 3. To achieve 27% return on capital employed.
22.62. Objectives of BSNL National Plan Target of 500 million subscriber
base for the country by December 2010. Broadband customers base of 20
million in the country by 2010 as per Broadband policy 2004.
23.63. Goals
24. 64. Goal Goal is defined as an “intermediate result to be achieved by a
certain time as part of the grand plan . A plan can, there for have many
goals.”
25. 65. • Goal is a specific target that a firm intend to reach in long term. • A
describes clearly the activities and task to be completed by an individual,
a department or an organization. • Goals should be measurable,
quantitative, challenging, realistic, consistent and prioritized.
26.66. • Provide basics for measuring companies performance and the
process it is making towards the vision. • Strategic goals help managers
to establish end result of activities in general without getting bogged
down in details, such as issues of measurement and timing
27.67. Two types of Goals 1)  Financial goals : These goals focus on
achieving a certain level of financial performance, measured in terms of
return in investment or growth of revenues
28.68. 2)  Strategic goals : The goals focus on achieving strategic or
competitive advantages within the industry, like technology leadership,
creativity and innovation and superior customer service
29. 69. Characteristics of goal According to M.D.Richards : 1) Specific : so
that they are precise and measurable, would assist management in
monitoring the progress towards achievement of goals at each specific
point of time
30.70. 2) Issues of goal :  Short-term goals and objectives should be left to
lower level managers to identify, plan and achieve  Issues like lowering
of cost and improving quality should be included in goals of middle level
managers
31.71. 3) should be well constructed, realistic and challenging :  Challenging
goals motivates managers to be innovative, creative and ambitious in
improving operations, marketing, sales, etc. 4) Specification of time period
32.72. Examples of goals Strategic goals of ‘EI paso Electrical Company’ in
various operations are : Customer Service :  Provide quality service to
customer at least equal to the highest standard in the industry  Maintain
reliability of service to customer at a level above 99%  Ensure that
customer are educated about the safety aspects of using electricity.
33.73. Community service :  Promote economic growth and increased
development of the company‟s total service area  Provide job
opportunities and investment in the service area which promotes a higher
standards of living for all citizens.  Cooperate with and serve the
educational institutions located in the service area in a manner consistent
with other leaders in the industry.
34.74. Shareholders relations :  Assure that all expenditure are made in
such a way as to protect and enhance shareholders investment.  Provide
a rate of return to the shareholders which is competitive with other
investments  Base all company involvement in new programmes or
projects on solid economic principles
35.75. Employee-management obligations :  Monitor and strive to improve
the quality of management and supervision  Attract, develop and retain
able and loyal employees  Provide equal employment opportunities and a
high degree of training along with modern, professional tools
36.76. Corporate communication :  Make a assertive effort to provide
information communication on relevant company issues  Keep senior
management apprised and educated on current topics of interest 
Enhance the community image of the company by being receptive to the
needs of customer and the community
37.77. Goal vs Objectives : Goals are an expected or desired outcome of a
planning process. Goals are usually broad, general expressions of the
guiding principles and aspirations of an organization. Objectives are
precise targets that are necessary to achieve goals. Objectives are
detailed statements of quantitatively or qualitatively measurable results
the plan hopes to accomplish.
38.78. Goals vs objectives Goal Objective The purpose toward which an
endeavor is directed. Something that one's efforts or actions are intended
to attain or accomplish; purpose; target. I want to achieve success in the
field of genetic research and do what no one has ever done. I want to
complete this thesis on genetic research by the end of this month.
Meaning Example Generic action, or better still, an outcome towards
Specific action - the which we strive. objective supports attainment of the
Action associated goal. Goals may not be strictly measurable or tangible.
 Measure Time frame Longer term Must be measurable and tangible. Mid to
short term

Setting SMART Goals and Objectives

1. 1. Setting SMART Goals and Objectives USC Maestría Comunicación

CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
2. 2. Planning Leading Management FunctionsControlling Organizing
3. 3. ¿What is Planning?  Process of establishing goals and objectives
before taking any action to get the results that you want to achieve. 
Decide today what is going to happen tomorrow.  What, How and When?
USC Maestría Comunicación CMU639 Funciones Gerenciales© 2002 Wanda
J. Barreto
4. 4. Planning Goals Goals SMART Goals  Objectives USC Maestría
Comunicación CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
5. 5. Planning Goals Examples of General Goals  Increase awareness 
Increase income  Increase the sales volume  Improve communications
 I want happy customers USC Maestría Comunicación CMU639 Funciones
Gerenciales© 2002 Wanda J. Barreto
6. 6. SMART Goals  A specific goal has a much greater chance of being
accomplished than a general goal.  To set a specific goal you must
answer the six “W” questions:  Who: Who is involved?  What: What do I
want to accomplish?  Where: Identify a location  When: Establish a time
frame.  Which: Identify requirements and constraints.  Why: Specific
reasons, purpose or benefits of accomplishing the goal. USC Maestría
Comunicación CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
7. 7. SMART S - Specific M - Measurable A - Attainable R - Reachable T
- Realistic USC Maestría Comunicación CMU639 Funciones Gerenciales©
2002 Wanda J. Barreto
8. 8. S - Specific  Examples of specific  Improve communications with
employees  Increase sales of iPhone 4  Train production staff  Change
organizational structure  Increase awareness on the brand USC Maestría
Comunicación CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
9. 9. M - Measurable  Use quantitative terms  Average of 300 units  By
10%  8 procedures  A Business Report  By 5 points  Workers will
participate in adaptive physical education activities USC Maestría
Comunicación CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
10.10. A - Attainable  The goal should be inspiring, meaningful, challenging
enough that it motivates people to do it and succeed.  When provided
with examples and practice, students will develop the skills to write
SMART goals.  I want to be rich in 8 years by starting my own food
business. USC Maestría Comunicación CMU639 Funciones Gerenciales©
2002 Wanda J. Barreto
11.11. R – Reachable / Relevant / Realistic  Goals should be challenging,
ambitious but not so difficult that are impossible or unrealistic.  Choose a
goal that you are confident you can reach, but that will stretch yourself. 
Break large goals into smaller goals. Create a plan to do all the steps you
need. USC Maestría Comunicación CMU639 Funciones Gerenciales© 2002
Wanda J. Barreto
12. 12. T – Time Based  When will you finish your goal?  In three months 
By the end of this year  In 2013  In less than 24 hours  In five years
USC Maestría Comunicación CMU639 Funciones Gerenciales© 2002 Wanda
J. Barreto
13.13. How to Express a SMART Goal USC Maestría Comunicación CMU639
Funciones Gerenciales© 2002 Wanda J. Barreto
14.14. Verb+measurable unit+date/time+cost USC Maestría Comunicación
CMU639 Funciones Gerenciales© 2002 Wanda J. Barreto
15.15. Verb + Measurable Unit  To develop a communication plan  To
reduce by 10% the average cost of sales  To create awareness among
the 20% of the employees  To increase by 15% the awareness of the
brand USC Maestría Comunicación CMU639 Funciones Gerenciales© 2002
Wanda J. Barreto
16.16. Date / Time + Cost  By December 31 at a cost of $5,000  Effective
on March 30, 2012 at a cost of $30,000  From 8 to 6 hours by July 1 at
cost not to exceed $50,000 USC Maestría Comunicación CMU639
Funciones Gerenciales© 2002 Wanda J. Barreto
17.17. Goals Describe in general terms the desired conditiion that you want
to have when the work is done according to the criteria and established
standards.  To develop a communication plan by December 31, at a cost
of $2,000.  To create awareness on Goodwin College among 20% of the
students, by the end of this year, at a cost not to exceed $3,000. USC
Maestría Comunicación CMU639 Funciones Gerenciales© 2002 Wanda J.
Barreto