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MANAGEMENT
PRINCIPLES AND
APPLICATIONS
ORGANISATIONAL OBJECTIVE SETTING

NAME: SNEHA BIDHURI
ROLL NO.: 23BC378
• Mc Farland has defined
objectives as "Objectives are
the goals, aims, or purposes
that organizations wish to
achieve over varying period of
ORGANIZATIONAL time"
OBJECTIVE SETTING
Organization channelize their energy to achieve the stated
goal
The objective may be broad or specific
Objectives have hierarchy
FEATURES OF
OBJECTIVE
It fulfil the need and aspiration of the society
The objectives may change as per the environmental change

or change in social need
There is multiplicity
They are realistic and can be converted into actual

performance
CLASSIFICATION OF OBJECTIVE
PRIMARY SECONDARY INDIVIDUAL SOCIAL

OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE
• For which • Help in • Achievable as • Goals
company achieving subordinate to towards the
started primary primary and society
• They are objective secondary • Part of
related to • Dealing with • Objects are profits for
company and analysis, economical or the welfare
not the advice and psychological of the
individual interpretation community
Objectives form a hierarchy ranging from the
HIERARCHY broad aim to specific individual objectives. At
OF the top of it the main goals of the organization
are set. The organization has to see its
OBJECTIVES responsibilities towards society and then
towards herself.
The organization is required to contribute to

the welfare of society by providing good
quality products at reasonable cost. The main
purpose of the business is to provide a specific
level of services or a proper type of goods. The
overall objectives of the organization are
specified at the top level management.
This Photo by Unknown author is licensed under CC BY-NC.

In the top down approach upper level managers set
objectives for the subordinates while in the bottom up
approach subordinates initiate the setting of objectives
of their positions and present them to their superiors. It
will provide a proper synchronization of objectives of
different areas and individuals.
TOP DOWN On the other hand the supporters of bottom up
AND approach argue that top management needs to have
information from lower levels in the form of objectives.
BOTTOM UP Since subordinates fix their own goals they will be
motivated and committed to their performance.
APPROACH
Both the approaches should be used wisely for better
results. In a practical situation such decisions are linked
to factors such as the size of the organization, the
organization culture, leadership style of the executive
and the urgency of the plan.
ADVANTAGES DISADVANTAGES
➢ PROPER PLANNING ➢ INABILITY TO PLEASE EVERYONE
➢ MOTIVATION ➢ UNNECESSARY COMPETITION
➢ AFFECT LABOUR MANAGEMENT

➢ DIRECT COORDINATION RELATIONSHIP
➢ CONTROL PROCESS
➢ INTEGRATION
➢ DECENTRALIZATION OF
AUTHORITY
1. Objective must be performed or defined in
exactly right terms. Ambiguity should be
PROPER avoided in the setting of objectives.
SETTING OF 2. The statement must be qualitative so that

the objectives must be essential. Only then
accomplishment of measures will become
ENTERPRISE easy.
OBJECTIVES 3. Objectives must be truthful and procedural

manner. So as to maintain the availability of
resources, extent of competition and
government regulation etc.
4. Certain policies, procedures programmes
and strategies must be supported the
objectives. so as to depends on the existence.
5. It is also necessary to make the objectives
very soft. Hard objectives may cause the work
very heavy and tough
(a) Classifying of objectives into major and derivative goals and long-range and short-range
objectives.
(b) The objectives that are set must be reasonable, realistic and they should have
THE PROCESS consistency. In other words, the obiectives must be attainable with reasonable case and
they should be set in realistic terms and not in idealistic terms.
OF SETTING
OBJECTIVE (c) Most enterprises have multiple goals and objectives at a time, covering different areas.
As has already been stated, according to Peter F. Drucker, there are eight areas for which
objectives have to be set.
(d) Adequate thought should also be given for balancing of the various objectives and for
removing their conflicts. Short-raige objectives and minor objectives should not conflict
with the long-range and major objectives of the concern and they should be recognised as
a distinct step in the realisation of long-term and major objectives.
(a) Traditional Approach: In this approach, the
objectives are set by the people at the top of the
organisation for those at the lower levels. This
approach is essentially one-way and it is called an
authoritarian approach. This approach is likely to
reduce their motivation, sense of commitment and
TRADITIONAL responsibility.
APPROACH VS
MANAGEMENT (b) Management by Objectives: MBO is a technique
BY OBJECTIVE and philosophy of management based on converting
an organisational objective into a personal objective
on the presumption that establishing personal
objectives makes an employee committed, which
leads to a better performance. The objective setting
in MBO creates an integrated hierarchy of objectives
throughout the entire organisation.
INNOVATION
MANAGEMENT DEVELOPMENT
WORKER PERFORMANCE AND ATTITUDES

KEY AREAS: PUBLIC AND SOCIAL RESPOSIBILITY
SETTING OF
MARKET STANDING
OBJECTIVES
PRODUCTIVITY
PHYSICAL AND FINANCIAL RESOURCES
PROFITABILITY
THANK YOU!

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MANAGEMENT

ORGANISATIONAL OBJECTIVE SETTING

The objective may be broad or specific

Objectives have hierarchy

The objectives may change as per the environmental change

They are realistic and can be converted into actual

PRIMARY SECONDARY INDIVIDUAL SOCIAL

The organization is required to contribute to

This Photo by Unknown author is licensed under CC BY-NC.

➢ PROPER PLANNING ➢ INABILITY TO PLEASE EVERYONE

➢ MOTIVATION ➢ UNNECESSARY COMPETITION

➢ AFFECT LABOUR MANAGEMENT

SETTING OF 2. The statement must be qualitative so that

OBJECTIVES 3. Objectives must be truthful and procedural

WORKER PERFORMANCE AND ATTITUDES

PHYSICAL AND FINANCIAL RESOURCES

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