What Is Amount Realized?

The target is a Chinese vocabulary. The Chinese pinyin is mù bio, which refers to the object of shooting, attacking, or seeking. It also refers to the situation or standard you want to achieve. For example: Shen Congwen's "Inscription": "From my own perspective, all my works can only be said to be a beginning, far from reaching my goal."

[mù bio]

Because the goals and objectives are relatively close in Chinese vocabulary, and both have a certain directionality, many people cannot clearly distinguish the difference between them, and they are often confused in actual application scenarios. The typical case is that many people are working I can't tell what is the goal and purpose of the job, so I will not be particularly clear about my positioning and work direction.

How to distinguish between "goal" and "purpose" can start with two example sentences:

Example 1: I hope that I can work hard to achieve the goal of entering the top 3 in the grade;

Example 2: Work planning software day can enable him to achieve the purpose of improving work efficiency.

Through the above two example sentences, it can be clearly found that the goal needs to be achieved through hard work and steps; while the goal is relatively more immediate, often adding its own motivation and more concrete. ^[2]

Networking of goals

The goal system examines organizational goals from the overall perspective of the entire organization, and the goal network works from the overall coordination aspect of the implementation planning of a specific goal. If the various goals are not interrelated, coordinated or mutually supportive, members of the organization will, for their own benefit, take a path that is good for the department and bad for the entire company. The connotation of the target network is reflected in the following aspects.

(1) Goals and plans are not linear, that is, they are not the realization of one goal and then the other goal is achieved. The goals and plans form an interconnected network.

(2) Executives in the organization must ensure that each component of the target network is coordinated with each other.

(3) Each department in the organization must coordinate with other departments when setting its own department goals.

(4) When organizations set their own goals, they must coordinate with many constraints.

Diversity of goals

Organizational goals are generally one. The so-called diversity of goals refers to the reflection of different aspects of the overall goal, or the overall goal can be fully reflected with different indicators. For example, the goals of an enterprise are multiple. Even the main goals of an organization are generally diverse. The company's overall goals can include: a certain profit rate; continued development of scientific research focus on patented products; development and implementation of a shareholding system; expansion of reinvestment through corporate retention and bank loans; sales of products to foreign markets; ensuring competition for quality products Price; gaining a dominant position in the industry.

Each aspect also has more specific goals, such as profit margins, which may include sales profit margins, capital profit margins, and return on investment.

The diversity of organizational goals is reflected not only in the primary and secondary goals, but also in organizations that have both clear and ambiguous goals. Managing a business requires a balance between multiple goals. This requires judgment on the intricacies of reality. Seeking a single goal is actually an attempt to find a "magic panacea" to replace its own judgment and analysis, which is not feasible in practice and is very stupid. Understanding the diversity of goals helps managers to determine goals correctly and make the most of goals.

The famous management scientist Peter Drucker once pointed out that it is dangerous to set the profit target as the sole goal of the enterprise. Too much emphasis on a single goal will give too much consideration to immediate action and neglect tomorrow's interests. For example, just stressing profits can mistakenly guide managers to the point where they could endanger the survival of the business. In order to obtain today's profits, they often undermine future interests. They will promote the most easily sold product line and ignore the products of tomorrow's market; they will cut the cost of research, promotion and other deferred investment projects. In order to consider the business objectives of the organization more comprehensively, Peter Drucker proposed the concept of the business objective system.

Assessability of goals

The assessability of goals means that the goals set must be clear and not ambiguous or ambiguous. If the goal is not measurable, the role of the goal is lost, and the role of the plan is greatly reduced. Generally speaking, goals have qualitative goals and quantitative goals. One way to make goals measurable is to quantify them. Quantitative goals often lose some efficiency of the organization's operation, but the control of the organization's activities and the rewards and punishments for members will bring a lot of convenience. But many goals are not appropriate to be expressed quantitatively. Therefore, some qualitative goals cannot be quantified and simplified simplistically. As a result, management work may be led astray.

In the organization's activities, qualitative goals are indispensable. The higher the position of a supervisor in an organization, the more qualitative goals it may have. Qualitative goals are not easy to grasp. When setting qualitative goals in the work, it is necessary to clearly specify the indicators that can be evaluated. Most qualitative goals can also be evaluated, but they cannot be evaluated as precisely as quantitative goals. Although identifying measurable goals is difficult, any qualitative goal can be enhanced by specifying the characteristics and completion dates of the plan or other goals.

Target acceptability

According to the expectation theory of Victor Frome, an American management psychologist, the enthusiasm or effort (stimulating power) of people at work is the product of valence and expectation. The valence refers to a person's evaluation of a job and its results (achievable goals), which can bring self-satisfaction, that is, the evaluation of the usefulness (value) of the work goals; the expected value refers to people's ability to successfully complete this task. An estimate of the likelihood of a job, that is, an estimate of the probability that the goal of the job will be achieved.

Therefore, if a goal is to motivate its recipients, the goal must be acceptable and achievable. For a goal completer, if the goal is beyond the scope of its ability, the goal has no incentive for it.

Challenging goals

According to Froom's expectation theory, if the completion of a job does not make much sense to the recipient, the recipient has no incentive to complete the work; if a job is easy to complete, it is to the recipient A breeze, the recipient has no incentive to complete the job. Therefore, the goal setting should be challenging, and it takes effort to achieve it.

The acceptability and challenge of goals are the opposite and unified relationship, but in actual work, they must be unified. For goals to be motivating, they must be tailored to the needs of employees and challenging.

Adjoint information feedback

Information feedback is to continuously feed back the setting of goals and the implementation of goals to the participants of goal setting and implementation, so that employees know the organization's requirements and their contributions in a timely manner. If goals are established and feedback is added, employee performance can be further improved. ^[4]

The role of goals is reflected in the following four aspects:

Point out.

The setting of goals provides a direction for managers to coordinate collective action, which helps guide organizational members to form a unified action. Therefore, some people liken this effect of the target to "the Big Dipper".

Motivation.

Goals are a source of strength that inspires members of the organization. Only after employees have clearly defined their action goals can they mobilize their potential efforts to do their best to create the best results. Employees also have a sense of accomplishment and satisfaction only after they reach their goals. Some scholars have studied the incentive effects of targets on typists, drivers, computer data entry personnel, loading and unloading workers, and certain service personnel. The results show that clear job goals can improve work performance by 11% to 17%.

Cohesion.

Cohesion is an important factor in making an organization a multi-member consortium, rather than a piece of sand. When the organizational goal fully reflects the common interests of the members of the organization and is in harmony with the personal goals of the members of the organization, it can greatly stimulate the enthusiasm, dedication and creativity of the members of the organization. Of course, organizational goals that conflict with the personal goals of the members of the organization may weaken the cohesion of the organization. This shows from one side that the formulation of organizational goals is an important part of management.

Decision criteria and assessment basis.

Objectives are not only the starting point for managers to formulate decision-making plans, but also the basis for assessing the quality of management decision-making and implementation. The organization has formulated clear goals so that relevant personnel can have objective criteria in their thinking and actions, instead of making decisions based on subjective will and evaluating based on subjective impressions. The importance of goals is beyond doubt. To this end, it is necessary to understand some of the important nature of organizational goals, the constituent elements, and the basic principles and basic methods of goal setting. ^[5]

Any organization always has a variety of goals that need to be achieved through the efforts of its members. There are differences and connections in organizational goals, such as levels, forms, and content.

Divided by the level of abstraction of the goal

The goals of an enterprise are hierarchical, and the specific level and time range of various goals are different. They show different levels of abstraction. As far as the abstractness of goals is concerned, they can generally be divided into three categories: purpose, mission, goal, and abstraction from high to low.

(1) The purpose of the organization. It can be considered the most basic goal, which is defined by the social environment in which the organization operates. The purpose of a business can be to make profits for shareholders; the purpose of a university is to develop and disseminate knowledge; the purpose of a hospital is to provide medical care. The purpose of the organization actually expresses the reason why the organization exists in society.

(2) The mission of the organization. Abstraction is in the middle. Such goals make the best distinction between similar organizations. Although society defines the general purpose of an organization, managers still need to choose the best way to achieve its purpose, and the way they choose is the mission of the organization. If a company's purpose is to provide affordable and convenient transportation to the general public, its mission may be expressed as the production, sale, and maintenance of automobiles.

The mission expresses what the organization's business is. "What is our business?" This is not determined by the producer, but by the customer: it is not determined by the company's name, status, or articles of incorporation, but by the customer's purchase of goods and services. Customer needs are determined. Therefore, the company should be viewed from the outside of the company and answered from the perspective of customers and the market. Because the distinction between purpose and mission is subtle, many management researchers and practice managers do not strictly distinguish between the two.

(3) Organizational goals. It is the concrete statement of how the organization is prepared to accomplish the mission, so it is the least abstract. Objectives are generally expressed more specifically and have a clearer time frame, so they are also called goals or specific goals for a certain period of time.

Divided by the main content of the goal

From the content of organizational goals, an organization usually has many goals, but no matter what the organization, the profit or non-profit organization's goals mainly include four aspects, namely financial goals, environmental goals, participant goals and survival goals .

(1) Financial goals. Involves the organization's capital costs and other financial goals.

For enterprises, economic efficiency is the number one task, and goals in this area include profit levels, return on investment, productivity levels, and sales revenue.

(2) Environmental goals. It mainly describes the relationship between the organization and the external environment, including the goals of adaptability to environmental changes, growth, social responsibility and market share.

(3) Participant goals. Involves people in the organization. Target variables include employee turnover, absenteeism, and non-quantifiable factors such as employee satisfaction, staff training and development, and quality of work and life.

(4) Survival goals. Survival is the basic goal of all organizations. Any organization must revitalize its organization and prevent decline and corruption in order to survive and develop.

Divided by target time span

Differentiated by the length of time, goals can usually be divided into three categories: short-term goals, medium-term goals, and long-term goals.

(1) Short-term goals. Refers to goals that are expected to be achieved within one year. Short-term goals are usually comprehensive and specific.

(2) Medium-term goals. Refers to some goals that are expected to be achieved within 2 to 5 years.

(3) Long-term goals. Refers to some goals that are expected to be achieved within 5-10 years or more.

The length of the target period is relative. It cannot be generalized. Different industries and organizations have different long-term and short-term plans. For a small store in a community, for example, a two-year goal may be a long-term goal, but for a coal mining company, a 20-year goal is common. ^[4]

(1) The goal must be based on the overall situation and the result of overall consideration, and the sub-goals must be coordinated.

(2) The goal level should be clear. The various goals of an organization are not equally important. The key goals of the organization's success or failure should be highlighted, and the corresponding sub goals should be listed at different levels under the general goal.

(3) Objectives should be established on a reliable basis, must be feasible, and cannot be achieved beyond hope, and should be based on a thorough investigation and study of the internal and external environment of the organization, with sufficient objective basis.

(4) The goal must be specific and easy to measure, rather than general and empty slogans, and it should be expressed as much as possible.

(5) The goal must be relatively stable, and it must be relatively stable after it is determined. It cannot be changed from day to night. At the same time, it should be adjusted in accordance with changes in the internal and external environment of the organization to implement rolling goals. ^[4]