The process of establishing objectives involves determining a statement of vision, and then setting the goals necessary to achieve that vision. Goals must apply to the team (the organization), the individuals within the team, as well as to those in lead-ership positions. These objectives must be a direct result of the team’s determined purpose, which should ultimately be service, either to an internal or an external client. Each objective must have as its established goal the smoother, more efficient operation of the team (department and/or organization). Each objective must also be in accordance with the acknowledged purpose(s) of the department and the larger organization. This requires interaction not only with the team members, to determine that the they are on track, but with the internal clients, to insure that the goals and objectives are pertinent to their needs, as well as to the organization’s greater purposes. Translating objectives into action requires utilizing all available resources, as well as networking and interfacing with others on the management team organization wide, who have displayed effectiveness in their positions.

Organizing/Planning

Efficiency in this area is critical, in order to implement, clearly and realistically, the goals and objectives enunciated by upper level leadership. This involves the ability and resources to develop well-detailed plans and realistic schedules, while maintaining a critical balance between the vision (broad view) and operation (day-to-day activities). All the while there must be continuing communication with all levels involved, at all stages of the process. The existing structure of a department in the case of a redesign is all-important, along with an ability to delegate responsibility, while continuing to monitor and control the outcome. Structure, though it may be transitional, must be moved to the forefront of the plan, often a challenge in an atmosphere in which performance is occurring hand in hand with design and implementation. It must, however, assume a position of precedence.

Motivation

Motivating is a critical function of any process, one that addresses the issue of control. Motivation provides a purpose, the impetus, for an action, or for changing it. It is complex at best and takes more than one form, depending on the level of the individual or team, the level of the manager, and the product or service provided by the department or organization. It is acknowledged by experts, that the feelings of the individual or team toward the motivator are key to the degree of motivation achieved. It becomes ideal then to have the full cooperation of those directly affected by the process or process change.

There are those who maintain that humans cannot be motivated but are solely self-motivated. Adoption of this viewpoint presents somewhat greater challenges, and it becomes highly beneficial for the leader to have a good understanding of the individuals he is working with. He must know what makes each tick.