Relationship between Goals Objectives and Policies Goals are ; *broad plan *having generic action *goals are intangible in nature and cannot be measurable *they are long term *the main aim of the goal is toward which an endeavor is directed *and it is based on ideas Objectives; In contrary to goals, objectives are; *narrow plan *specific actions are taken out to achieve objectives *they are measureable and are tangible in nature so that it is easy for the organization to check out that they are going good or not *they are short term in nature *the efforts and actions are intended to attain or accomplish *they are based on facts
The main aim of the organization are known as goals which are long term and to achieve these goals objectives are made. Whereas policies are principles to guide decisions through which company achieve their objectives and though get their goals as well In joy of chocolate; The goal of the Suzy Campbell(the owner of the company) is to have her own bussiness of creating gourmet chocolates that would be enhanced with local produce such as heather honey,whisky and locally grown fruit she wanted the bussiness to become known for excellence and innovation produucts.
The SMART objectives are; Having her own bussiness She got professional qualification ,experience of 6 months Skilled in forward planning It is realistic as there was a niche in market supplying a wider range of gourmet chocolates to bussiness customers and it is also time bound as well It follow the policies to penetrate this market firstly by targeted luxury restaurants and hotels with gourmet chocolates and secondly she approach organization offering to supply them with coporate gifts. Q2;Difference between the formal and informal organization
Characteristics Formal Informal Organizatiion Organization 1)Structure A)Origin Planned Spontaneous B)Rationale Rational Emotinal C)Characteristics Stable Dynamic )Position terminology Job Role 3)Goals Profitability or Service Member statisfaction to society 4)Influence A)Base Position Personality B)Type Authority Power C)Flow Top-down Bottom up )Control mechanism Threat of firing demo- Physical or social sanction tion 6)Communication A)Channels Formal Channels Grapevine B) Networks Well defined Poorly defined 7)Charting the Organization Sociogram Organization chart Source:-Adapted from J. L Gray and F.
A Stark organizational behaviour:Concepts and application ,fourth edition,Merril publishing company. Q3)Composition of Open System Theory An open system is a system which interacts with the environment of the organization. The interaction is might be in the form of information,energy or material transfer in or out of the system boundry. These elements do some thing and are effected by being in the system. These elements are highly effected if one element leaves the system. The diagram below depicts the concept of open system theory. Open system theory of J. O. C:- Q4)Stakeholders intrest and influence in J. O. C
Stakeholder Main intrest Power and Influence Suppliers focused on importing pricing,quality finish Product product availability Bank intrest repaid for the loan bussiness’s speacialist Chocolate making Factory Customers orders on time and devel- J. O.
C achieved the dual oped a repute dependability objectives of securing sales and developing new products Employees salaries & wages,job security developed skills and And motivation production staff Ensured high level of Expertise Manager(Hafiz) share option,salary,status He new the import- ance of hyegiene regu- lation and how team work can aid to success Q5)Effective control strategy The most appropriate control strategy for J. o.
C must be the “Child Strategy” where; *Decision making is centralized like in J. O. C hafiz is the key member of the company and he know how to manage the staff into team. Hafiz and Suzy met to discuss any potential problem and then make the decision accordingly . *direct supervision-Hafiz ensured all employees undertook a job development review after every four months . *Personal leadership –in this approach Hafiz felt he was empowering the team *Reward and punishment require conformity to personal authority- ensuring job rotation to allow employees to build their knowledge and as their skills developed the employees were able to make contributions as team members.