Module 1: One Minute Goal SettingI. OverviewGoal setting is a fundamental activity necessary for ensuring that work behavior and effort aredirected at achieving an outcome of some value. Often, performance goals represent ‘anchorpoints’ along a broader strategic plan that serve to provide a direction and pace for individualsand groups, and to measure progress as they focus their efforts while performing their job. Andwhile the concept of goal setting may seem straight-forward, this is an aspect of personnelmanagement that many struggle with. One reason is that there is often confusion about thedifferences between goals vs objectives, where the two are often treated as the same. Anotherreason is that there are both task and relational elements to both goal setting and goalattainment.Specifically, when you consider Organizational Behavior from a broad perspective, what it reallyboils down to is understanding, managing, and leveraging the dynamics that underlie peoples’ability and willingness. Therefore the challenge for managers is to not only understand thedynamic between ability and willingness but to set performance goals that maximize potentialproductivity gains.NOTE: Willingness is not motivation per se, as motivation is the impulse or urge thatcompels an individual to take action. Willingness is therefore the decision to act (eitherconscious or unconscious) and the commitment and persistence of that action.A very popular goal-setting model is known as S.M.A.R.T which most people accredit as beingdeveloped in 1981 by George T. Doran who differentiated between goals (strategic end-states)and objectives (tactics/ actions needed to get to the end-state). What makes the S.M.A.R.T goalcriteria so popular is its holistic approach. And while the general principle is the same, manyvariations of the model criteria have developed across a variety of disciplines. As such, in orderto keep things simple, I will refer to the criterial of Dr. Doran’s original model where S.M.A.R.Tgoals are:S = Specific (target a specific area for performance improvement)M = Measurable (use clearly defined indicators of progress)A = Assignable (specify who is responsible)R = Realistic (state what results can be realistically achieved given the resources available)T = Time-related (specific when the result can be achieved)By breaking down and operationalizing goal-setting, the S.M.A.R.T. model not only provides aclear pathway to strategic success, but it also highlights areas of personnel management thatdirectly relate to individual ability and willingness, which is where understanding ofOrganizational Behavior becomes particularly value-adding for managers and supervisors.II. Integrative AssignmentFor Module 1, in order to better understand the applications of OB concepts with goal setting,you will apply the S.M.A.R.T. model to a job of your choice, and then drawing from the keyconcepts in the assigned chapters (i.e., Culture; Perception and Decision Making; Emotion &Mood) you will synthesize job analysis data with OB concepts within the S.M.A.R.T. frameworkin order to develop a performance-driven “One Minute Goal” statement that supports a largerstrategic goal.Part A:Go to www.onetonline.org and generate a job analysis report for a job of your choice. The jobcan be one that you are interested in or are familiar with, but it cannot be one that you arecurrently doing. I suggest that if you are currently managing others, choosing a job that is aconcern to you might be helpful to you for this assignment. Instructions for generating the jobanalysis report can be found at the end of this document.After reviewing the job analysis data, come up with a statement that clearly defines a broaderstrategic goal (either one you are familiar with, or a hypothetical) of which success depends onthe job you chose. For example, an established and popular restaurant facing increasingcompetition may decide on a new differentiation strategy that leverages the growing demandfor locally grown organic food.As such, a general strategic goal statement could be “To offer a new and exciting twist to themost popular menu items by incorporating locally sourced fresh organic ingredients, but withthe same quality and taste that our customers expect”.Part B:Once you have stated the primary strategic goal (again, that is up to you for the purpose of thisexercise), you are then to identify OB concepts from the Module 1 chapters chapter that youfeel are relevant to each S.M.A.R.T. criteria and discuss any performance implications (using thejob analysis data) that need to be considered when setting performance goals.So, for the Specific criteria (for example), if you were the GM of the restaurant, assessingvarious aspects of the current organizational culture would be a great way to determine whichaspects of performance behavior for the Head Chef would need to be addressed. Specifically,depending on the restaurant characteristics such as the kitchen staff size, theme, and/orcustomer volume OB concepts such as reshaping the kitchen staff culture from one that may bevery hierarchal and compartmentalized to one that is more collaborative may be necessary tosupport the operational changes necessary to make the transformation. This will require theHead Chef to utilize deductive reasoning and problem solving skills.This will undoubtedly require the Head Chef to lead an incremental change rather than atransformational one since only the menu items are the focus of the change. He or she mustalso use their social perception and active listening skills to manage staff and customerperceptions in order to avoid creating a Halo Effect which could lead staff and customers tobelieve the restaurant is making a fundamental change. This could cause mixed emotions thatcould result in customers leaving, and there will undoubtedly be some resistance to change bystaff such as engrained habits and misunderstandings which will need to be addressed. Onespecific performance area the Head Chef will need to address is resistance from cooks who maynot be confident working with these new ingredients. The Head Chef can build their confidenceby providing instruction in the preparation, cooking, garnishing, or presentation of the newfood. The will also need to demonstrate new cooking techniques to the kitchen staff.In addition, the wait staff will need to be more attune to the emotional reactions of the corecustomers regarding the changes to what have been very popular dishes. Specifically, onecustomer or staff member’s affect could create an emotional contagion that undermines theeffort (think social media, Yelp, etc.). It is therefore important for the Head Chef to instructthem on what display rules are appropriate when dealing with customer questions orcomplaints. The Head Chef will also need to maintain interpersonal relationships with therestaurants current vendors.This was just a brief example to give you an idea of what I am looking for in this assignment.You would then identify and describe what OB concept insights you may have from the Module1 chapters for each of the S.M.A.R.T. criteria. There is no right or wrong! I am simply looking tosee how well you integrate the OB concepts into the situation you present, and how you usethe job analysis data to provide a rationale. As such, a big part of this assignment is for you todetermine which concepts are relevant and then explain their influence.Other possible concept-criteria integrations from this example include:1. Understanding the unique characteristics & cooking techniques of organic ingredientswill be necessary to work with unprocessed and organic ingredients without changingthe taste or quality of popular menu items.- Organizational culture will play a role here as the restaurant attempts to change itssignature menu and ‘theme’ without undermining its core values and vision. This willbe a team effort and success will depend on addressing culture concerns.2. All chefs will need to learn new inventory control methods to source and hold the newerfresh ingredients (as opposed to ingredients that are often bulk-purchased andprocessed).- Emotional awareness and perception will also be necessary for chefs who will bechallenged to work outside of their comfort zone, and who may experience harshcriticism from customers who have given them praise in the past.3. A training program will need to be provided to kitchen staff on how to prepare the newmenu items and to respond to customer questions.- Perception and attitude will be key concerns here as many of the staff may not haveprior experience with the new menu items, and it is their job to work with andpromote the new items to customers.Part C:Finally, you are to come up with a One Minute Goal statement for this job. Unlike the generalstrategic goal statement, the One Minute Goal statement is performance-focused. Specifically,it should be structured using key performance objectives that reflect all the S.M.A.R.T. criteriain a way that is both concise and easily remembered in order to guide a Head Chef in his or herdaily decision making and management responsibilities.For the previous example, after consultation with each other, the General Manager and HeadChef would likely agree on a One Minute Goal that incorporates all of the S.M.A.R.T. criteriasuch as “The Head Chef will lead his or her staff to have in service at least 2 new organicsourcedmenu items per month for the next 4 months, while meeting customer expectations andmaintaining a ‘superior’ level of customer satisfaction during that time.”Using O*NETTo generate a job analysis report, please follow these steps:1. Go to www.onetonline.org2. Click on the “Find Occupations” tab (bottom left)3. In the top-left text box (Keyword) simply type in a job title4. From the list of jobs provided, pick the one that most closely represents your choice** Each category has a drop-down list, so please make sure to click the + next to thecategory heading so that you get all of the information.