Objectives

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The document provides guidance on developing objectives for decision making. It discusses identifying objectives, organizing them as either means or fundamental objectives, and structuring them in a hierarchy or network. Key steps include writing down concerns, refining objectives, separating ends from means, clarifying meanings, and asking "why" to determine relationships between objectives. Organizing objectives helps to evaluate options and generate alternatives to achieve the fundamental objectives.

Technology Education

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Value Focused Thinking
• Objectives play a central role in decision making
• If you don‟t care, you don‟t have a problem
• If you don‟t know where you‟re going, you might end up
somewhere else
• Objectives guide all phases of the decision making
process (including what information to seek and what
other people to involve)

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Let Your Objectives Be Your Guide
• The process of thinking through and writing down your
objectives goes a long way towards making a smart
choice
• Objectives help you determine what information to seek
• Objectives can help you explain your choice to others
• Objectives determine a decision‟s importance
and, consequently, how much time and effort it deserves

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Objectives
• Objectives specify what you hope to achieve
• Refine with a short phrase of a verb and an object

Examples:
• Minimize environmental damage
• Maximize profits

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The Art of Identifying Objectives
Step 1: Write down all the concerns you hope to address
through your decision
Step 2: Convert your concerns into succinct objectives
Step 3: Separate ends from means to establish your
fundamental objectives
Step 4: Clarify what you mean by each objective
Step 5: Test your objectives to see if they capture your
interests

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Techniques to Identify Objectives
• Use a wish list
• Think about alternatives
• Imagine possible consequences
• Describe problems and shortcomings
• Identify goals, constraints and guidelines
• Use different perspectives
• Think about strategic objectives
• Ask „why‟ for each objective
• Do individual thinking first

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Organize Objectives
Means Objective: an objective whose importance stems
from its contributions to achieving another objective.

Fundamental Objective: objective that defines a basic
reason for caring about a decision.

Example:
• Means Objective - arrive home from work early
• Fundamental Objective - make my spouse happy

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Uses of Means and Fundamental Objectives

• Only fundamental objectives should be used to evaluate
and compare options
• Means objectives can be used to create options
• Whether an objective is a means or a fundamental
objective depends on the decision context

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Fundamental Objectives Hierarchy
• Fundamental objectives can be structured in a hierarchy
• The most general objective is at the top
• Lower-level objectives explain the meaning of upper-level
objectives
• Achievement of the lowest-level objectives can be
measured using “attributes” to describe and evaluate the
various options

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Guidelines for Structuring a Fundamental
Objectives Hierarchy from a List of Objectives

• Include only fundamental objectives (no means
objectives)
• Expand meaning of higher-level objectives
• May have more than one highest-level objective
• Is equivalent to an outline

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Means-Ends Objectives Network
• Means objectives and fundamental (ends) objectives can
be related in a means-ends network
• The network of means objectives shows how the
corresponding fundamental objectives can be achieved
• A Means-Ends objectives network can be used to
generate alternatives

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Guidelines for Structuring a Means-Ends
Objective Network from a list of Objectives

• Has highest-level fundamental objectives as ends
• Include all objectives except lower-level fundamental
objectives
• Use all direct means-ends relationships
(ask why this objective is important)
• May identify and add new objectives
(when asking why)

Summary of How to Construct Objectives
Hierarchies and Networks

This literature review examines the effects of Ramadan fasting on patients with hypertension and kidney diseases, highlighting that fasting can be safe for treated hypertensive patients and stable renal transplant recipients, though guidelines for chronic kidney disease (CKD) patients remain inconclusive. The study suggests monitoring is essential, as fasting may worsen renal function in certain CKD patients, while also noting increased risks like dehydration and renal colic during Ramadan. Overall, while many patients desire to fast, healthcare providers must carefully evaluate and advise on individual risks and monitoring strategies.

Hierarchy of organization objectivesBharti Bhutani

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This document outlines the hierarchy of organizational objectives from highest to lowest level: vision, mission, objectives, goals, policies, procedures, programs, budgets, and forecasts. It provides examples for each: PepsiCo's vision and mission statements, objectives to double market value by 2010, goals to increase market share, policies considering all individuals as leaders, programs to develop new computer chips, budgets to fund automobile updates, and forecasting techniques like brainstorming. The overall purpose is to explain the different levels of strategic planning and direction within an organization.

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The document discusses key concepts in business management, focusing on organizational structures such as tall, flat, and matrix/project types. It highlights the importance of setting objectives to guide an organization and provides insights into crafting effective mission and vision statements. Additionally, it describes the characteristics of organizations and their functions in a modern business environment.

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The document provides an overview of various network devices and their role within the Open Systems Interconnection (OSI) model, emphasizing security features at different layers. Key devices discussed include switches, wireless access points, multilayer switches, routers, firewalls, load balancers, and proxy servers, each serving specific functions in network management and security. It also highlights the educational background and experience of the instructor associated with the Pace-It program at Edmonds Community College.

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The document outlines the importance of understanding mission, aims, and objectives in business strategy, detailing how objectives serve as specific intended outcomes that inform strategic decision-making. It differentiates between corporate and functional objectives, highlighting their role in achieving long-term goals while also identifying stakeholder interests and power dynamics. Additionally, it addresses the significance of mission statements and the complexities of stakeholder relationships, particularly in balancing varying interests and making strategic decisions.

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This document summarizes network devices and concepts from a CCNA guide. It describes how repeaters, hubs, wireless access points, bridges, switches and routers segment networks and control traffic. It also defines Ethernet, Fast Ethernet and Gigabit Ethernet standards, and explains half and full-duplex communication modes. The summary provides an overview of common network devices and technologies for local area networks.

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This document is from a chapter about planning in a management textbook. It discusses the definition of planning as a primary managerial activity involving defining goals, strategies, and work plans. It describes the purposes of planning as providing direction, reducing uncertainty, and setting standards for control. Studies show a relationship between formal planning and higher profits/performance, though the external environment can reduce this impact. The document outlines different types of goals and plans, and discusses traditional goal setting, management by objectives, developing goals and plans, and contemporary issues in planning.

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Research��SMART goals and other goal setting strategies in the Univ.docxbrittneyj3

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The document discusses the application of SMART goals and other goal-setting strategies within healthcare organizations, emphasizing the importance of clear and specific objectives in enhancing organizational effectiveness. It highlights the distinction between goals and objectives, outlining how SMART criteria can be redefined as SMARTER objectives to improve engagement and accountability among healthcare professionals. Additionally, it underscores the context of coaching and mentoring in facilitating effective instruction for teachers, proposing strategies for professional development and the incorporation of professional learning communities.

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This document discusses program management and planning processes. It covers situational analysis, priority setting, logical framework analysis, partnerships, adaptation, organizational models, financial stability, impact and scaling. Key aspects include conducting stakeholder analysis and problem tree analysis, ensuring community participation, adapting to lessons learned, and partnerships to improve services, acceptance and sustainability. The goal is to plan impactful projects that can be expanded over time through replication.

STRATEGIC MANAGEMENT OBJECTIVES BY SAI PPT.pptxsaikoundinya987

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This document discusses the different types of objectives that organizations set. It defines objectives as the desired results that organizations aim to achieve. Objectives are classified as primary, secondary, short-term, medium-term, long-term, financial, and non-financial. Primary objectives fulfill stakeholder needs, like maximizing profits. Secondary objectives address daily operations. Short-term objectives have a horizon of one year, while medium-term objectives span 1-5 years and long-term objectives are over 5 years. Financial objectives concern monetary gains, while non-financial objectives evaluate intangible aspects. Objectives provide direction, benchmarks for success, a basis for managerial functions, and existential purpose for organizations.

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The document discusses the importance of having a well-defined objective when problem solving or decision making. It provides examples of when objectives were ill-defined and led to suboptimal or disastrous outcomes. Key points made include that the objective should be unambiguous, measurable, and time-specific. It also discusses using "surrogate objectives" when directly measuring progress on the objective is difficult. Real-world cases demonstrate how clearly defining the objective can significantly impact the solution and outcome.

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The document provides an overview of strategic management. It discusses the evolution of strategic management, introduces key concepts like strategy, objectives, goals, and the strategic management process. It also describes different types of strategies like corporate, business, and functional strategies. The document outlines the strategic management process and its components like environmental scanning, formulation, implementation, and evaluation. It discusses tools for environmental analysis like SWOT and different corporate level strategies like stability, growth, retrenchment, and combination strategies.

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The document introduces Logical Framework Analysis (LFA), a methodology used for participatory project planning, implementation, and evaluation. It describes the key steps in LFA, including situation analysis, stakeholder analysis, problem analysis, objective analysis, strategy analysis, and developing a project planning matrix. The planning matrix outlines objectives, indicators, means of verification, and external assumptions. The document provides definitions for the different components of the LFA process and planning matrix.

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Objectives

1. NEXT Objectives

2. NEXT Value Focused Thinking • Objectives play a central role in decision making • If you don‟t care, you don‟t have a problem • If you don‟t know where you‟re going, you might end up somewhere else • Objectives guide all phases of the decision making process (including what information to seek and what other people to involve)

3. NEXT Let Your Objectives Be Your Guide • The process of thinking through and writing down your objectives goes a long way towards making a smart choice • Objectives help you determine what information to seek • Objectives can help you explain your choice to others • Objectives determine a decision‟s importance and, consequently, how much time and effort it deserves

4. NEXT Objectives • Objectives specify what you hope to achieve • Refine with a short phrase of a verb and an object Examples: • Minimize environmental damage • Maximize profits

5. NEXT The Art of Identifying Objectives Step 1: Write down all the concerns you hope to address through your decision Step 2: Convert your concerns into succinct objectives Step 3: Separate ends from means to establish your fundamental objectives Step 4: Clarify what you mean by each objective Step 5: Test your objectives to see if they capture your interests

6. NEXT Techniques to Identify Objectives • Use a wish list • Think about alternatives • Imagine possible consequences • Describe problems and shortcomings • Identify goals, constraints and guidelines • Use different perspectives • Think about strategic objectives • Ask „why‟ for each objective • Do individual thinking first

7. NEXT Organize Objectives Means Objective: an objective whose importance stems from its contributions to achieving another objective. Fundamental Objective: objective that defines a basic reason for caring about a decision. Example: • Means Objective - arrive home from work early • Fundamental Objective - make my spouse happy

8. NEXT Uses of Means and Fundamental Objectives • Only fundamental objectives should be used to evaluate and compare options • Means objectives can be used to create options • Whether an objective is a means or a fundamental objective depends on the decision context

9. NEXT Fundamental Objectives Hierarchy • Fundamental objectives can be structured in a hierarchy • The most general objective is at the top • Lower-level objectives explain the meaning of upper-level objectives • Achievement of the lowest-level objectives can be measured using “attributes” to describe and evaluate the various options

10. NEXT Guidelines for Structuring a Fundamental Objectives Hierarchy from a List of Objectives • Include only fundamental objectives (no means objectives) • Expand meaning of higher-level objectives • May have more than one highest-level objective • Is equivalent to an outline

11. NEXT Means-Ends Objectives Network • Means objectives and fundamental (ends) objectives can be related in a means-ends network • The network of means objectives shows how the corresponding fundamental objectives can be achieved • A Means-Ends objectives network can be used to generate alternatives

12. NEXT Guidelines for Structuring a Means-Ends Objective Network from a list of Objectives • Has highest-level fundamental objectives as ends • Include all objectives except lower-level fundamental objectives • Use all direct means-ends relationships (ask why this objective is important) • May identify and add new objectives (when asking why)

13. Summary of How to Construct Objectives Hierarchies and Networks

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Objectives

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