Research proposal on The role of managers in achieving organisational goal
The role of managers in achieving organisational goal
Goals are considered drivers, purpose-providers and direction givers. Management by objectives (MBO), for instance, manifests the beginning of a planned change that fortifies the goal-setting process. MBO programs purports on clarifications of organizational goals at all levels as well as provide an instrument for better motivation and individual, group and team participation. The concepts of difficult goals for better performance and specific hard goals in comparison with ‘do your best’ goals guide organizational changes. The idea is that difficult and challenging goals must surpass expectations that the job requires.
Analogously, goals must be also specific and measurable on the basis of acceptable performances. However, individual needs impose special consideration in goal-setting programs though individual goals must directly point towards achieving team goals. Prioritization is also important for goal-setting with respect to competition and cooperation. In relation, performance goals should be watchfully given thought to since they will determine the status and position of the organization in the long run (Verweire and Berghe, 2004, p. 294).
Alignment of organisational goals vis-à-vis individual goals is also critical especially that of the managers. All efforts must align according to the purpose and objectives of the organisation. Mission, vision, goals and organisational strategies must be defined and clearly understood at all levels. In particular, the individual managerial tasks must contribute to overall plans of the organisation and, in return, plans should create performance standards such as quantity, quality, time and cost. These standards should then be translated into performance for each (Gautam, n.d.).
Having said this, there is a need for managers to learn how to set goals from team and organizational levels. This can be done by using organisational objectives, statement of values and vision and mission statements. Learning how to implement strategic goals in the workplace should be the main objective of the managers. Thereby, it is required that managers should be equipped with strategic goal setting skills. With this, managers are having specified roles in achieving organisational goals.
2.0 Statement of the problem
The key problem that the study will address is: what are the key roles of managers in achieving organisational goals? Other questions that will be given answer to are:
1) How do managers perceive the process of achieving organisational goals?
2) How do managers relate their role in achieving organisational goals?
3) Are the roles of managers adequate to achieve organisational goals?
4) Are there needs for other and new roles so that managers can fully maximise the process of achieving organisational goals?
1) The role of managers needs to be enhanced so that they can fully contribute in achieving organisational goals.
2) Additional roles are needed so that managers can fully contribute in achieving organisational goals.
The main aim of this study is to explore to what extent and in what specific ways do managers perceive and relate their roles in achieving the goals of the organisation.
In lieu with this, the study will address the following research objectives.
- Explore how the achievement of organisational goals affect the role of the managers within the workforce context
- Determine what roles are created and what new roles emerge in lieu with the process of achieving organisational goals
The research strategy that the study will utilize is the descriptive method. A descriptive research intends to present facts concerning the nature and status of a situation, as it exists at the time of the study. It is also concerned with relationships and practices that exist, beliefs and processes that are ongoing, effects that are being felt, or trends that are developing. In addition, such approach tries to describe present conditions, events or systems based on the impressions or reactions of the respondents of the research.
In this study, primary and secondary research will be both incorporated. The reason for this is to be able to provide adequate discussion for the readers that will help them understand more about the issue and the different variables that involve with it. The primary data for the study will be represented by the survey results that will be acquired from the respondents. On the other hand, the literature reviews to be presented in the second chapter of the study will represent the secondary data of the study. The secondary sources of data will come from published articles from contents of books, journals, theses and related studies and newspaper and magazines.
The study could lead to significant improvements in the role of managers and how they can specifically contribute in achieving organisational goals. The findings of this study will be very important in developing new programs in enhancing the role of managers. This research is likely to be significant not just for managers but also for the organisation as a whole. Likewise, this research will serve as a supplement to the limited study about the topic and it is hoped that the findings will contribute important inputs.
One of the potential limitations of the study is the number of samples. The target number of sample is small if converted as a percentage of the total number managers. However, this may also be valid because the number of sample is enough to produce a general idea on the role of managers in achieving organisational objective. Furthermore, a recommendation for future study will be provided so as to promote the continuous investigation on this issue.
Questionnaires are the only primary means in the study in collecting data. The study is also limited only the pieces of information that the respondents are willing to disclose. It is limited to the respondents’ capability to answer such questions. However, literature reviews will be included in the study for reference. Statistical analysis will be limited only to weighted mean and percentage. On the other hand, answers on open questions will be interpreted qualitatively.
Gautam, A. (n.d.). Performance Management Cycle.
Verweire, K. and Berghe, L. (2004). Integrated Performance Management: A Guide to Strategy Implementation. London: Sage Publications Inc.