smart原则smart原则.docx

smart原则smart原则.docx

《smart原则smart原则.docx》由会员分享，可在线阅读，更多相关《smart原则smart原则.docx（10页珍藏版）》请在冰点文库上搜索。

smart原则smart原则

smart原则（smart原则）

Smartprinciple

Editsummary

TheSMARTprinciple,[1],isoneoftheobjectivesmanagementconcepts.Itisagoodwaytomakethemanager'sworkpassiveandactive.Goalmanagementisawayofmakingandachievinggoalsthroughtheparticipationofmanagers.Theimplementationoftargetmanagementisnotonlyconducivetoemployeesmoreclearandefficientoperation,istosetgoalsandassessmentcriteriaforfutureperformanceevaluation,maketheevaluationmorescientificandstandardized,butalsotoensurethattheevaluationofopen,fairandequitable.

Abriefintroductiontothisparagraph

SMARTprinciplesandobjectivesmanagement（MBO）,proposedbyPeterDrucker,amanagementguru,firstappearedinhisbookThePracticeofManagement（）,whichwaspublishedin1954.AccordingtoDrucker,managersmustavoid"ActivityTrap".Theycan'tjustpulltheirheadsdown,insteadoflookinguptheroad,andeventuallyforgettheirmaingoals.AnimportantconceptofMBOisthatenterprisestrategicplanningcannotbecarriedoutbyonlyafewexecutives,andallmanagersshouldbeinvolved,whichismoreconducivetotheimplementationofthestrategy.Anotherrelatedconceptisthattheenterpriseshoulddesignacompleteperformancesystemthatwillhelptheenterprisetoachieveefficientoperation.Asaresult,targetmanagementcanbeseenastheprecursorofValueBasedManagement（valuemanagement）.

PeterDrucker,amanagementguru,（3）makingaseeminglysimplething,everyonehasagoalsettingexperience,butiftherisetothetechnicallevel,themanagermustlearnandmastertheprinciplesofSMART.[2]

SMARTprinciples（S=Specific（clarity）,M=Measurable（measurable）,A=Attainable（reachability）,R=Relevant（correlation）,T=Time-based）（timebound）.

Atthesametime,theprincipleofSMARTandanothervariantoftheSMARTER,thefirstfiveletterswiththesameprinciple,thelattertwoletters"E"and"R"respectivelycorrespondtothewordEvaluate（assessment）andReevaluate（assessment）.

Editthisparagraph

Theso-calledSMARTprinciple,thatis:

S:

（Specific）shouldbeclearandclear,sothatboththeexaminerandthepersonwhohavebeenevaluatedcanunderstandthetargetaccurately;

M:

（Measurable）objectivesshouldbequantified,andthesamestandardscanbeusedtomeasurethemaccurately;

SMARTprinciple

A:

（Attainable）goalscanbeachievedthroughefforts,thatis,thetargetcannotbetoolowandtoohigh,low,meaningless,high,andcannotbeachieved;

R:

（Relevant）goalsandworkrelated,nottheworkoftheassessment,donotsetgoals;

T:

（Time,bound）goalsmustbelimitedsometimes,tobecompletedwithintheprescribedtime,assoonasthetimecomes,itdependsontheresults.

Specialnote:

Somealsoexplainthisprinciple

S（Specific）,whichrepresentsthespecificperformanceappraisaltothespecificworkindex,notvague;

Mstandsformeasurable（Measurable）,whichmeansthatperformanceindicatorsarequantitativeorbehavioral,andthatdataorinformationthatvalidatestheseperformanceindicatorsisavailable;

AstandsforAttainable,whichmeansperformanceindicatorscanbeachievedwitheffortandavoidsettingtoohighortoolowagoal;

Rstandsforreality（Realistic）,whichmeansthatperformanceindicatorsaretangible,provenandobserved;

Tstandsfortimelimits（Timebound）andpaysattentiontospecificdeadlinesforperformanceindicators.

Goalspecific（specific）

Motivated（motivating）

Isachievable

Fruitful（rewarding）

Tactical

Fiveprinciples,editthisparagraph

SMARTprincipleI

SSpecific-clarity

Theso-calledclearistousespecificlanguagetoclearlyexplainthestandardofbehaviortobeachieved.Cleargoalsarealmostconsistentacrossallsuccessfulteams.Oneoftheimportantreasonswhymanyteamsfailisbecausethegoalsareambiguous,ornogoalsareeffectivelycommunicatedtothemembersconcerned.

Example:

goal-toenhancecustomerawareness".Thiskindofdescriptionofthetargetisveryvague,becausetherearemanyconcretewaystoenhancecustomerawareness,suchasreducingcustomercomplaints,thecustomercomplaintrateis3%,andnowreduceitto1.5%or1%.Speedupservice,theuseofstandardizedandpolitelanguage,theuseofstandardizedserviceprocesses,butalsoanaspectofcustomerawareness.

Withsomanywaystoincreasecustomerawareness,whatdowemeanby"enhancingcustomerawareness"?

Withoutclarity,thereisnowaytojudgeormeasure.Itissuggestedthatsuchachangebemade,forexample,

Weputthecashier'sspeedupgradetothenormalstandardbytheendofthemonth,thisstandardmaybethenormaltwominutes,mayalsobeaminute,ortodeterminethestandardtime.

Implementationrequirements:

projectobjectivesshouldbesetuptomeasurethestandardsandmeasurestoreachthedeadline,andresourcerequirements,theassessmentofpeoplecanclearlyseethedepartmentsorsectionstoplanwhattodothosethings,completionoftheprojecttowhatextent.

SMARTprinciples,SMARTprinciples,two

MMeasurable-weighing

Measurementmeansthatthegoalshouldbeclear,notvague.Thereshouldbeasetofspecificdatathatservesasabasisfordeterminingwhetherornottoachievethegoal.

Ifthegoalisnotmeasured,itisimpossibletodeterminewhetherthegoalisachievedornot.Forexample,onedayaskedtheleadershipfromachievingthetargetof"howfarisit?

"Theteammemberreplied,"weachieveditearly."".Thisisadisagreementbetweenleadersandsubordinatesaboutteamgoals.Thereasonisthathedoesnotgivehimaquantitativeanalysisofmeasurabledata.Butnotallgoalscanbemeasured,andsometimesthereareexceptions,suchasthegeneraldirectionofthetargetisdifficulttomeasure.

Forexample,"arrangefurthermanagementtrainingforallolderemployees."".Further,aconceptthatisneitherclearnoreasytomeasure.Whatexactlydoesitmean?

Isitpossibletocallforfurthertraining,nomatterwhospeaksorwhatisgoodorbad?

Improved:

exactlywhattimetocompletealltheoldstafftrainingonatopic,andintheendofthecourse,studentsscoreabove85points,85pointsbelowthattheeffectisnotideal,higherthan85pointsistheexpectedresults.Sothegoalbecomesmeasurable.

Implementationrequirements:

targetmetricsfollow"energybasedquantification"and"quantifiablequality"".Thedeveloperandtheassessorhaveauniform,standard,clearandmeasurablescaletoeliminatethevagueandimmeasurabledescriptionoftheuseofadjectivesinthetargetsetting.

SMARTprinciplethree

AAttainable-Implementation

Thegoalistobeabletoexecutethepeopletoaccept,ifthebossisusingsomeadministrativemeans,userightsoftheinfluenceofwishfulthinkingtheirowngoalsortosubordinates,subordinatestypicallyreflectistoresistapsychologicalandbehavior:

Icanaccept,butnotaccomplishthisgoal,thereisnofinalgraspthisisnottosay.Onceoneday,thisgoalisreallycannotbecompleted,thereareonehundredreasonsforsubordinatescanshirkresponsibility:

yousee,Ihavelongsaid,thisgoaliscertainlynotcompleted,butyouinsistonpressuretome.

"Controltype"leadersliketosettheirowngoalsandthengivethemsubordinatestocomplete,theydonotcareabouttheopinionsandreactionsofsubordinates,thisapproachisincreasinglylackofmarket.Thestaff'sknowledgelevel,educationalbackground,theirownquality,andthepersonalitytheyadvocatearefaraheadofthepast.Therefore,leadersshouldabsorbmoresubordinatestoparticipateinthegoalmakingprocess,eventhewholeteamgoal.

Ifyouaimforgrowth,don'ttrytomakeitdifficult.Otherwise,ifyourenthusiasmisnotlit,you'llbescared.

Implementationrequirements:

goalsettingshouldadheretoemployeeparticipation,communicationbetweentheupperandlowerlevels,sothattheproposedgoalofworkbetweenorganizationsandindividualstoreachanagreement.Notonlyshouldthecontentofworkbefull,butalsohaveaccessibility.Thegoalofjumpingupandpickingpeachescanbeworkedout,andthegoalofjumpingupandpickingstarscannotbeworkedout.

SMARTprinciplefour

RRelevant-practicality

Thepracticalityofthetargetreferstowhetheritisfeasibleoroperableunderrealisticconditions.Theremaybetwokindsofsituations,aleaderoptimisticestimateofthecurrentsituation,underestimatetheneedtoreachthetargetcondition,theseconditionsincludehumanresources,hardwareconditions,technicalconditions,systemconditions,environmentalfactorssuchasinformationteam,thatissuedahigherthantheactualcapacityindex.Inaddition,itmaytakealotoftime,resources,orevenhumancost,andthefinalgoalisofnopracticalsignificanceatall.

Example:

arestaurantmanager'sgoalistoincreasesalesduringthebreakfastseasonby15%onthebasisoflastmonth'sbreakfastsales.Asyouknow,thismaybeaconceptofseveralthousanddollars.Ifyouchangeitintoprofit,itisaratherlownumber.Buthowmuchwillitcosttoaccomplishthisgoal?

Thisinvestmentishigherthantheprofit.

Thisisnotaverypracticalobjective,becauseitspendsalotofmoneyandhasnotyettakenbackthecapitalitinvested,itisnotagoodgoal.

Sometimespracticalityrequiresteamleadershiptomeasure.Becausesometimesleaderssaythattheyinvestsomuchmoneyinordertobeattheircompetitors,sotheydon'tgetthathigh,

Butdefeatingcompetitorsisthemaintarget.Thegoalinsuchasituationispractical.

Implementationrequirements:

cooperatetogetmembersofthedepartmenttarget,itmustallowthememberstoparticipateintheworkgoalinordertomakepersonalgoalsandorganizationalgoalstorea