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Operational Objective
In business, operational objectives (also known as tactical objectives) are short-term goals whose achievement brings an organization closer to its long-term goals. It is slightly different from strategic objectives, which are longer term goals of a business, but they are closely related, as a business will only be able to achieve strategic objectives when operational objectives have been met. Operational objectives are usually set by middle managers for the next six to twelve months based on an organisation's aim. They should be attainable and specific so that they can provide a clear guidance for daily functioning of certain operations. This business term is typically used in the context of strategic management and operational planning. Developing operational objectives Peter Drucker suggested that operational objectives should be SMART, which means specific, measurable, achievable, realistic, and time constrained. First, an operational objective should be specific, focused, ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Strategic Objective
Strategic planning is the activity undertaken by an organization through which it seeks to define its future direction and makes decisions such as resource allocation aimed at achieving its intended goals. "Strategy" has many definitions, but it generally involves setting major goals, determining actions to achieve these goals, setting a timeline, and mobilizing resources to execute the actions. A strategy describes how the ends (goals) will be achieved by the means (resources) in a given span of time. Often, Strategic planning is long term and organizational action steps are established from two to five years in the future. Strategy can be planned ("intended") or can be observed as a pattern of activity ("emergent") as the organization adapts to its environment or competes in the market. The senior leadership of an organization is generally tasked with determining strategy. It is executed by strategic planners or strategists, who involve many parties and research sources in thei ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Middle Manager
Middle management is the intermediate management level of a hierarchical organization that is subordinate to the executive management and responsible for "team leading" line managers and/or "specialist" line managers. Middle management is indirectly (through line management) responsible for junior staff performance and productivity. Unlike line management, middle management is considered to be a senior (or semi-executive) position as middle managers are authorised to speak and act on behalf of the organisation to line managers, junior staff and customers. Included in this level of management are division, plant and department managers. American business historian Alfred D. Chandler Jr. argued in ''The Visible Hand'' (1977) that in the nineteenth century, Adam Smith's ''invisible'' hand was supplanted by the "''visible'' hand" of middle management, which became "the most powerful institution in the American economy". He credited middle managers with a central importance like the ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
SMART Criteria
S.M.A.R.T. (or SMART) is an acronym used as a mnemonic device to establish criteria for effective Goal setting, goal-setting and objective development. This framework is commonly applied in various fields, including project management, employee performance management, and personal development. The term was first proposed by George T. Doran in the November 1981 issue of ''Management Review'', where he advocated for setting objectives that are specific, measurable, assignable, realistic, and time-bound—hence the acronym S.M.A.R.T. Since its inception, the SMART framework has evolved, leading to the emergence of different variations of the acronym. Commonly used versions incorporate alternative words, including ''attainable'', ''relevant'', and ''timely''. Additionally, several authors have introduced supplementary letters to the acronym. For instance, some refer to SMARTS goals, which include the element of "self-defined", while others utilize SMARTER goals. Proponents of SMART ob ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Stakeholder (corporate)
In a corporation, a stakeholder is a member of "groups without whose support the organization would cease to exist", as defined in the first usage of the word in a 1963 internal memorandum at the Stanford Research Institute. The theory was later developed and championed by R. Edward Freeman in the 1980s. Since then it has gained wide acceptance in business practice and in theorizing relating to strategic management, corporate governance, business purpose and corporate social responsibility (CSR). The definition of corporate responsibilities through a classification of stakeholders to consider has been criticized as creating a false dichotomy between the "shareholder model" and the "stakeholder model", or a false analogy of the obligations towards shareholders and other interested parties. Types Any action taken by any organization or any group might affect those people who are linked with them in the private sector. For examples these are parents, children, customers, owners ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Sales Revenue
In accounting, revenue is the total amount of income generated by the sale of goods and services related to the primary operations of a business. Commercial revenue may also be referred to as sales or as turnover. Some companies receive revenue from interest, royalties, or other fees. This definition is based on IAS 18. "Revenue" may refer to income in general, or it may refer to the amount, in a monetary unit, earned during a period of time, as in "Last year, company X had revenue of $42 million". Profits or net income generally imply total revenue minus total expenses in a given period. In accounting, revenue is a subsection of the equity section of the balance statement, since it increases equity. It is often referred to as the "top line" due to its position at the very top of the income statement. This is to be contrasted with the "bottom line" which denotes net income (gross revenues minus total expenses). In general usage, revenue is the total amount of income by the sal ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Market Share
Market share is the percentage of the total revenue or sales in a Market (economics), market that a company's business makes up. For example, if there are 50,000 units sold per year in a given industry, a company whose sales were 5,000 of those units would have a 10percent share in that market. "Marketers need to be able to translate sales targets into market share because this will demonstrate whether forecasts are to be attained by growing with the market or by capturing share from competitors. The latter will almost always be more difficult to achieve. Market share is closely monitored for signs of change in the competitive landscape, and it frequently drives strategic or tactical action."Farris, Paul W.; Neil T. Bendle; Phillip E. Pfeifer; David J. Reibstein (2010). ''Marketing Metrics: The Definitive Guide to Measuring Marketing Performance.'' Upper Saddle River, New Jersey: Pearson Education, Inc. . The Marketing Accountability Standards Board (MASB) endorses the definitio ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Management By Objectives
Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book ''The Practice of Management''.Drucker, P., ''The Practice of Management'', Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007 Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. In this system of management, individual goals are synchronized with the goals of the organization. An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
