SMART principles by fdjerue7eeu


									SMART principles
SMART principles
MBA from a think tank Wikipedia (
SMART principle (S = Specific, M = Measurable, A = Attainable, R = Relevant, T =
Introduction 1 SMART principle
2 SMART principle Xiangjie
2.1 SMART principle of an S (Specific) - clarity
2.2 SMART principle of two M (Measurable) - measurable
2.3 SMART principle 3 A (Attainable) - Acceptability
2.4 SMART principle 4 R (Relevant) - practical
2.5 SMART principle 5 T (Time-based) - time of

[Edit] SMART principle Profile
Management by objectives is to make managers work regain the initiative as a good
means to implement the objectives of management are not only beneficial to
employees to work more clear and efficient, but also for the future development of
performance appraisal objectives and assessment criteria to make assessment more
scientific and standardization, better assessment to ensure openness, fairness and
justice. After all, there is no objective assessment of employees you can not.
Management by objectives by the management guru Peter Drucker that first appeared
in his book "Management Practices" (The Practice of
Management) book, the book published in 1954. According to Drucker's
statement, management must avoid the "activity trap" (Activity
Trap), we can not just bow to pull carts, instead of looking up the road eventually
forget their main objective. MBO is an important corporate strategic planning concept
is not only a few executives to perform, all managers should be involved, it will be
more conducive to implementation of the strategy. Another related concept is that
enterprises should design a complete performance system that will help enterprises to
operate efficiently. Thus, you can target management as Value Based Management
(Value Management) of the predecessor.
Setting goals seem a simple matter, everyone has had experience of the development
goals, but if the rise to the level of technology, managers must learn and master the
SMART principle.
The so-called SMART principle, that is:
1. Goal must be specific (Specific)
2. Goal must be measurable (Measurable)
3. Goal must be attainable (Attainable)
4. Goals and other objectives must be relevant (Relevant)
5. Goal must have a clear deadline (Time-based)
Whether the development objectives of the team or staff performance goals must be
consistent with the above principles, five principles are indispensable.
Making process is the process of increasing its capacity, managers and staff to be
constantly setting high performance goals in the process of the common ability to
improve performance.
Specified: Some explanation of this principle is so
- S on behalf of specific (Specific), refers to a specific performance appraisal work to
hit the target, not general;
- M on behalf of measurable (Measurable), means that performance indicators are
quantitative or acts of, and verify the performance indicators of the data or
information is available;
- A representative may realize (Attainable), means that performance indicators in the
case of effort can be achieved to avoid the establishment of goals too high or too low;
- R representative of realistic (Realistic), means that performance indicators are real,
can be shown and observation;
- T representative of a time-limited (Time bound), focus on the completion of a
specific period of performance indicators
[Edit] SMART principle Xiangjie
[Edit] SMART principle of an S (Specific) - clarity
The so-called specific language clearly is to use clear standards of conduct to be
reached. Clear targets is almost the same characteristics of all successful teams. Many
of the important reasons the team is not successful because the ambiguity of target or
not target effectively communicated to relevant members.
Example: Target - "enhance customer awareness." This
description of the target on the very clear, as increased customer awareness of a
number of specific practices, such as: reducing customer complaints in the past
customer complaint rate was 3%, now bring it down to 1.5% or 1%. Improve service
speed, use the standard polite terms, using standardized service processes, customer
awareness is one aspect.
Enhance customer awareness of so many practices, we call "enhanced
customer awareness," which refers to a piece in the end? Is not clear there
is no way to judge and assess. So This is suggested, for example, we will Cashier
before the end of the speed increased to normal standards, the normal criteria may be
2 minutes, it might be a minute, or sub-sessions to criteria established.
Implementation requirements: goal setting to have the project, measured to reach
measures, deadlines and resource requirements, the appraisals were able to clearly see
the department or the department monthly plan chopsticks have those things,
completion of the project to what extent.
[Edit] SMART principle of two M (Measurable) - measurable
Measurable means objective should be clear, not vague. There should be a clear-cut
data as the basis for measuring whether the achievement of objectives.
If there is no way to measure the objectives set, you can not judge whether the
realization of this goal. Example, one day asked the leadership "to achieve
this goal, about how far away?" Team members answer was
"We had achieved." This is the leadership and subordinate
objectives of the team produced a difference. The reason is not to 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 goal of nature is
difficult to measure.
For example, "for all the old staff arrange further management
training." Further is not clear nor easy to measure a concept, in the end
mean? Is not as long as the arrangement of this training, no matter who say, no matter
good or bad effects call "further"?
Improve it: precisely, what time to complete all of the old staff training on a topic, and
in the end of the course, students score above 85 points, less than 85 minutes to that
effect is not satisfactory, above 85 points is the expected result. This goal has become
can be measured.
Implementation of the requirements: a measure of compliance objectives,
"the energy of the quantitative, qualitative not quantitative." To
the development and assessment of people who have a unified, standard, clear
measurable scale, to eliminate the use of adjectives in the target set of fuzzy concepts,
the description can not be measured. The target of measurable Xing should first
quantitative, Zhi Liang, Cheng Ben, Shi Jian, superiors or customers the satisfaction
Chengdu five Lai Jin Xing, if Rengbu Neng were measured, followed by goal
refinement may be considered, Xi Hua ingredients target and then Cong measured
more than five, if still can not measure, you can also complete the goals of the work
process, through the process of making goals measurable.
[Edit] SMART principle 3 A (Attainable) - Acceptability
Goal is to be accepted by the debtor, if the boss to use some administrative means, the
right of use of the influence of wishful thinking to himself the goal of developing
strong pressure to subordinates, Xia Zhu typically reflect a psychological and
behavioral resistance: I can accept, but whether the completion of this goal, there is no
final certainty, this'm not a good. Once a day to complete this goal can not
be true when there are a hundred reasons to subordinates to shirk its responsibility: Do
you think I've said before, this goal can not be assured, but you insist on
pressing to me.
"Control" type of leadership like his target, and then handed
over to subordinates to accomplish, they do not care about the views of subordinates
and to reflect this practice less of a market. Today's level of knowledge of
staff, education, the quality of their own, and their degree of individuation claims far
exceed the former. Therefore, leaders should be more absorbed by subordinates to
participate in goal-setting process, even if the overall goal of the team.
Target growth, we first do not want to reach the difficulties, or passion is not lit on the
first to give up the idea of fear.
Implementation requirements: To uphold the staff involved in goal setting, vertical
and horizontal communication, so that the objectives proposed in the agreement
between the organizations and individuals. For both the full content of the work, but
also with accessibility. Jump can be worked out, "Abstract
peach" objective, can not make a jump up, "reaching for the
stars," targets.
[Edit] SMART principle 4 R (Relevant) - practical
Goal is the practical reality of conditions in the feasibility and practical. There are two
possible cases, on the one hand leaders are optimistic estimate of the current situation,
underestimate the achievement of objectives required conditions, such conditions
including human resources, hardware conditions, technical conditions, system
information conditions, environmental factors and other teams, so ordered a higher
than the actual skills. In addition, you may spend a lot of time, resources, and even
labor costs, the final goal set no practical significance.
Example: A restaurant manager's target is - breakfast time breakfast sales
in the last month based on sales improve 15%. Math know that this may be a few
thousand dollars of the concept, if it changed the profit is a very low figure. However,
to accomplish this goal, how much input? This input should be higher than the profit.
This is a very realistic goal, is that it spent a lot of money, the last has not yet
recovered the capital invested, it is not a good goal.
Sometimes the real measure of a team leader. Because sometimes leadership that put
so much money, the purpose is to defeat the competition, so even though access is not
as high, but the main goal of beating the competition. This case the goal is realistic.
Implementation of the requirements: departmental goals to be members of the effort
with Jiu members must participate in the sectoral objectives of Zhiding in order to
enable individual goals and organizational goals Dachengrenshi consistent, objective
together now have from top to bottom of objectives of coordination, but also employs
a bottom-up participation targets.
[Edit] SMART principle 5 T (Time-based) - time of
Time of the target characteristic is that there is a time-bound targets. For example, I
will be May 31, 2005 to complete something. 31 May is a definite time limit. No time
limit there is no way the goal assessment, or to bring unfair assessment. Between the
upper and lower level of awareness of the priorities of different objectives, boss rush,
but the following do not know. End boss can fly into a rage, and subordinates feel
wronged. That there is no clear time-bound manner would bring unfair assessment,
the working relationship between injury and hurt the work of subordinate passion.
Implementation of the requirements: goal setting to have a time limit, the Working
tasks right weight, priorities, to work out our objectives Xiang Mu's time
requirements, periodic Jiancha project's completion Jin Du, to grasp the
project progress of the changes in order to facilitate Xia Zhu for timely the work of
the guidance and under the work plan of the abnormal changes in a timely manner to
adjust the work plan.
In short, both the development team's work objectives, performance targets,
or employees, must comply with the above principles, five principles are
indispensable. Making process also advance the work of the department or
departments ability to enhance the control of the process, that is, the process of
completing the project on their own life experiences and the modern management

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