smart原则（smart原则）

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1、smart原则（smart原则） Smart principle Edit summary The SMART principle, [1], is one of the objectives management concepts. It is a good way to make the manager's work passive and active. Goal management is a way of making and achieving goals through the participation of managers. The implementatio

2、n of target management is not only conducive to employees more clear and efficient operation, is to set goals and assessment criteria for future performance evaluation, make the evaluation more scientific and standardized, but also to ensure that the evaluation of open, fair and equitable. A brie

3、f introduction to this paragraph SMART principles and objectives management (MBO), proposed by Peter Drucker, a management guru, first appeared in his book The Practice of Management (), which was published in 1954. According to Drucker, managers must avoid "Activity Trap". They can't just pull t

4、heir heads down, instead of looking up the road, and eventually forget their main goals. An important concept of MBO is that enterprise strategic planning can not be carried out by only a few executives, and all managers should be involved, which is more conducive to the implementation of the strate

5、gy. Another related concept is that the enterprise should design a complete performance system that will help the enterprise to achieve efficient operation. As a result, target management can be seen as the precursor of Value Based Management (value management). Peter Drucker, a management guru,

6、(3) making a seemingly simple thing, everyone has a goal setting experience, but if the rise to the technical level, the manager must learn and master the principles of SMART. [2] SMART principles (S=Specific (clarity), M=Measurable (measurable), A=Attainable (reachability), R=Relevant (correlati

7、on), T=Time-based) (time bound). At the same time, the principle of SMART and another variant of the SMARTER, the first five letters with the same principle, the latter two letters "E" and "R" respectively correspond to the word Evaluate (assessment) and Reevaluate (assessment). Edit this para

8、graph The so-called SMART principle, that is: S: (Specific) should be clear and clear, so that both the examiner and the person who have been evaluated can understand the target accurately; M: (Measurable) objectives should be quantified, and the same standards can be used to measure them a

9、ccurately; SMART principle A: (Attainable) goals can be achieved through efforts, that is, the target can not be too low and too high, low, meaningless, high, and can not be achieved; R: (Relevant) goals and work related, not the work of the assessment, do not set goals; T: (Time, bound)

10、 goals must be limited sometimes, to be completed within the prescribed time, as soon as the time comes, it depends on the results. Special note: Some also explain this principle S (Specific), which represents the specific performance appraisal to the specific work index, not vague; M st

11、ands for measurable (Measurable), which means that performance indicators are quantitative or behavioral, and that data or information that validates these performance indicators is available; A stands for Attainable, which means performance indicators can be achieved with effort and avoid settin

12、g too high or too low a goal; R stands for reality (Realistic), which means that performance indicators are tangible, proven and observed; T stands for time limits (Timebound) and pays attention to specific deadlines for performance indicators. Goal specific (specific) Motivated (motivat

13、ing) Is achievable Fruitful (rewarding) Tactical Five principles, edit this paragraph SMART principle I SSpecific - clarity The so-called clear is to use specific language to clearly explain the standard of behavior to be achieved. Clear goals are almost consistent across all su

14、ccessful teams. One of the important reasons why many teams fail is because the goals are ambiguous, or no goals are effectively communicated to the members concerned. Example: goal - to enhance customer awareness". This kind of description of the target is very vague, because there are many conc

15、rete ways to enhance customer awareness, such as reducing customer complaints, the customer complaint rate is 3%, and now reduce it to 1.5% or 1%. Speed up service, the use of standardized and polite language, the use of standardized service processes, but also an aspect of customer awareness. Wi

16、th so many ways to increase customer awareness, what do we mean by "enhancing customer awareness"? Without clarity, there is no way to judge or measure. It is suggested that such a change be made, for example, We put the cashier's speed upgrade to the normal standard by the end of the month, this

17、 standard may be the normal two minutes, may also be a minute, or to determine the standard time. Implementation requirements: project objectives should be set up to measure the standards and measures to reach the deadline, and resource requirements, the assessment of people can clearly see the d

18、epartments or sections to plan what to do those things, completion of the project to what extent. SMART principles, SMART principles, two MMeasurable - weighing Measurement means that the goal should be clear, not vague. There should be a set of specific data that serves as a basis for dete

19、rmining whether or not to achieve the goal. If the goal is not measured, it is impossible to determine whether the goal is achieved or not. For example, one day asked the leadership from achieving the target of "how far is it?" The team member replied, "we achieved it early."". This is a disagree

20、ment between leaders and subordinates about team goals. The reason is that he does not give him a quantitative analysis of measurable data. But not all goals can be measured, and sometimes there are exceptions, such as the general direction of the target is difficult to measure. For example, "arr

21、ange further management training for all older employees."". Further, a concept that is neither clear nor easy to measure. What exactly does it mean? Is it possible to call for further training, no matter who speaks or what is good or bad? Improved: exactly what time to complete all the old staff

22、 training on a topic, and in the end of the course, students score above 85 points, 85 points below that the effect is not ideal, higher than 85 points is the expected results. So the goal becomes measurable. Implementation requirements: target metrics follow "energy based quantification" and "qu

23、antifiable quality"". The developer and the assessor have a uniform, standard, clear and measurable scale to eliminate the vague and immeasurable description of the use of adjectives in the target setting. SMART principle three AAttainable - Implementation The goal is to be able to execute

24、the people to accept, if the boss is using some administrative means, use rights of the influence of wishful thinking their own goals or to subordinates, subordinates typically reflect is to resist a psychological and behavior: I can accept, but not accomplish this goal, there is no final grasp this

25、 is not to say. Once one day, this goal is really can not be completed, there are one hundred reasons for subordinates can shirk responsibility: you see, I have long said, this goal is certainly not completed, but you insist on pressure to me. "Control type" leaders like to set their own goals an

26、d then give them subordinates to complete, they do not care about the opinions and reactions of subordinates, this approach is increasingly lack of market. The staff's knowledge level, educational background, their own quality, and the personality they advocate are far ahead of the past. Therefore,

27、leaders should absorb more subordinates to participate in the goal making process, even the whole team goal. If you aim for growth, don't try to make it difficult. Otherwise, if your enthusiasm is not lit, you'll be scared. Implementation requirements: goal setting should adhere to employee pa

28、rticipation, communication between the upper and lower levels, so that the proposed goal of work between organizations and individuals to reach an agreement. Not only should the content of work be full, but also have accessibility. The goal of jumping up and picking peaches can be worked out, and th

29、e goal of jumping up and picking stars can not be worked out. SMART principle four RRelevant - practicality The practicality of the target refers to whether it is feasible or operable under realistic conditions. There may be two kinds of situations, a leader optimistic estimate of the curre

30、nt situation, underestimate the need to reach the target condition, these conditions include human resources, hardware conditions, technical conditions, system conditions, environmental factors such as information team, that issued a higher than the actual capacity index. In addition, it may take a

31、lot of time, resources, or even human cost, and the final goal is of no practical significance at all. Example: a restaurant manager's goal is to increase sales during the breakfast season by 15% on the basis of last month's breakfast sales. As you know, this may be a concept of several thousand

32、dollars. If you change it into profit, it is a rather low number. But how much will it cost to accomplish this goal? This investment is higher than the profit. This is not a very practical objective, because it spends a lot of money and has not yet taken back the capital it invested, it is not a

33、good goal. Sometimes practicality requires team leadership to measure. Because sometimes leaders say that they invest so much money in order to beat their competitors, so they don't get that high, But defeating competitors is the main target. The goal in such a situation is practical. Imple

34、mentation requirements: cooperate to get members of the department target, it must allow the members to participate in the work goal in order to make personal goals and organizational goals to reach a consensus, the same goal, both from the next work coordination, also have staff bottom work objecti

35、ves involved in. In addition, there is an explanation for R (Relevant), which refers to the correlation between achieving this goal and other goals. If this goal is achieved, but completely unrelated to his goal, or the relevance is low, the goal is not great even if it is achieved. Because af

36、ter all the work is to set goals, and responsibilities associated, not digress. As a receptionist, you let her learn English so that when the phone is used, this time to improve the English level and the associated phone service quality, the goal is to learn English as the target and improve the wor

37、king level directly related to. If you want her to learn 6Sigma (a kind of brand-new management idea, more) beside the point, because the learning of this target 6Sigma and improve the working level of this goal is a low degree of correlation. SMART principle five TTime-based - time bound T

38、he time - lag of target characteristics means that the target is time limited. For example, I finished something before May 31, 2005. May 31st is a definite time limit. There is no time limit target, no way to assess, or bring unfair assessment. The upper and lower levels of awareness of the target

39、priorities vary, the boss anxious, but do not know the following. In the end the boss can feel wronged and stamp with rage, subordinates. This lack of definite time limit will also result in unfair assessment, harm work relationship, and hurt the enthusiasm of subordinates. Implementation require

40、ments: goal setting should have time limit, according to the weight, the task that a complete order of priority, the goal of the project time schedule requirements, regular inspection of the project, changes to grasp the progress of the project, to facilitate the work and guide the subordinates, and

41、 according to the abnormal situation adjust work plan work plan timely. In short, both the work objectives of the team and the performance objectives of the staff must be consistent with the above principles, and the five principles are indispensable. The process of setting up is also the process

42、 of improving the control ability of the department or department in advance, and the process of completing the plan is the process of modern management ability, experience and practice. For example, edit this paragraph SMART principles 1. on quantification" Some jobs, the task is very good

43、 quantification, typically sales staff sales index, and do it is done, did not do it, but did not do. And some jobs, tasks will not be good quantification, such as R&D (R & D department), but still want to quantify as much as possible, there can be a lot of quantitative way. Much of the work of t

44、he administration is trivial and difficult to quantify. For example, the front desk requirements: to answer the phone - how can this quantify, how specific? Then the solution is: the answer speed is required, usually understood as "three tone up."". It's just a phone call coming in and thinking o

45、f the next third, you have to pick it up. He must not be allowed to ring again so that the receiver will not be able to wait too long. One of the assessment indicators for the reception desk is "courtesy, professional reception, visiting". How can you be polite and professional? Some of the staff

46、 showed that the reception was not polite enough. Sometimes the visitor stood in front of the reception desk for several minutes and no one was waiting. But the front desk thought it was the best way to do it. How do you assess it? The front desk is sometimes very busy, she is likely to take a ca

47、ll from a deal to send express mail sent in two words or three, and to let her sign, at this time, standing beside the visitor may be waited a few minutes has not been to the phenomenon. Well, the front desk should take the time to ask the visitor to sit down on the sofa next to him, wait a minut

48、e, and then continue to deal with the phone, instead of doing what's in hand to take care of the next item. It's called a major. Another example, courtesy? Should use the standard answering language, not in front of "hello" to answer, in the morning to report: "good morning", "XX" company; aftern

49、oon to the good afternoon; "certain company"; speak fast or slow. So, without quantification, it's hard to measure what the front desk is and how to answer the phone. Is it possible to receive the call?. [3] 2. about "concrete"" The front desk telephone system operator told her to ensure go

50、od service. What is good service? Very vague. Be specific, for example, to ensure an emergency, 4 hours' response in normal working hours. Then what is the emergency, but also specific definition: such as 1/4 of the internal extension, paralysis, etc.. If you don't make it clear, you'll have a

51、 fight then. 3. about "achievable"" You make a not what level of English of junior high school graduates, reach the English level of four in a year, this is not too realistic, this goal is meaningless; but you let him within one year of the new concept of a win, there is a possibility, he trie

52、d to jump up can the fruit is of significance. 4. about relevance" After all the work is to set goals, and responsibilities associated, don't stray. As a receptionist, you let her learn English so that when the phone used, very good, you let her go to the study of Six Sigma, is beside the poin

53、t. 5. about time constraints For example, you and your subordinates agree that he should make his English level four. Did you ask him if he was studying? He said he had been studying. Then, by the end of the year, he was still wandering on level three and two, and it would be meaningless. Make

54、 sure, for example, he has to pass band four in the third quarter. Set a reasonable deadline for everyone to agree to the goal. The theoretical basis for editing this paragraph After the introduction of MBO, it spread rapidly in the United states. In second after the Second World War by the we

55、stern economic recovery to a period of rapid development, enterprises need to adopt new methods to mobilize the enthusiasm of the staff to improve the competitive ability, target management has emerged, has been widely used, and very quickly for the Japanese and European companies to follow suit, is

56、 popular in the world management field. The specific forms of target management are various, but the basic content is the same. The target management is a program or process, it makes the organization in consultation with superiors and subordinates, the overall goal of the organization in a certain

57、period of time according to the organization's mission, thus, the respective responsibility and objectives, and these objectives as organization management, evaluation and reward each unit and individual contribution standard. The guiding ideology of MBO is based on the theory of Y, which means t

58、hat people can be responsible for themselves under the conditions of definite goals. The concrete method is the further development of Taylor's scientific management. Compared with the traditional management style, it has distinctive features and can be summarized as: SMART principle 1, pay atten

59、tion to human factors. MBO is a participatory, democratic and self controlling management system. It is also a management system that combines individual needs with organizational goals. Under this system, the relationship between superior and subordinate is equality, respect, dependence and supp

60、ort, and the lower level is conscious, autonomous and autonomous after the commitment, goal and authorization. 2, establish the target chain and target system. The goal management passes the specially designed process, the organization's overall goal decomposes by stage by stage, transforms ea

61、ch unit, each staff's goal. From organizational goals to business unit goals, and then to departmental goals, and finally to personal goals. In the process of target decomposition, the three elements of power, responsibility and profit are clear and symmetrical. These goals are consistent in directi

62、on and closely linked with each other to form a coordinated and unified goal system. Only when each person has achieved his goal, the overall objective of the whole enterprise will be fulfilled. 3, pay attention to achievements The goal management is to draw up the target as the starting point

63、, and finish the examination of the target completion. Work achievement is the standard to evaluate the target completion degree. It is also the basis of personnel assessment and award evaluation, and is the only sign of evaluating the management work performance. As for the specific process, approa

64、ch and method of accomplishing the goal, the higher level will not interfere much. Therefore, under the target management system, the supervision is few, but the control goal realization ability is very strong. The concept of MBO was first proposed by management expert Peter Drucker (PeterDrucker

65、) in his famous book "management practice" in 1954, and then he put forward the idea of "MBO and self-control". Drucker believes that it is not the work that has the goal, but the contrary, with the goal, to determine the work of everyone. Therefore, "the mission and tasks of an enterprise must be t

66、ranslated into goals", and if an area has no goals, the work in this field is bound to be neglected. Therefore, managers should manage the subordinates through the goal, when the organization most senior managers to determine the objectives of the organization, must carry on the effective decomposition into each department and each individual targets, managers according to the objectives of assessment, evaluation and incentive to subordinate.