1 Ron McFarland, Tokyo, Japan

Determining

&

reaching

objectives

2

Determining & reaching objectives

How can a

manager make

sure objectives get

completed when

asked?

Ron McFarland, Tokyo, Japan

3

Reaching Objectives

Every organization

has an official

information flow

system.

Ron McFarland, Tokyo, Japan

4

Supply

Manager

President-Owners

Sales

Objectives

Sales Manager Production

Manager

R & D

Manager

Product

Development

Objectives

Hierarchy of Company Objectives

Inventory

Objectives

Production

Objectives

After gathering data,

getting feelings of

investors and getting

staff opinions, top

management agrees

on objectives with

department heads.

Ron McFarland, Tokyo, Japan

5

Hierarchy of Company Objectives

Sales Manager Supply Manager Production Manager R & D Manager

Salesman Stock Clerk Production

Worker

R & D

Researcher

Ron McFarland, Tokyo, Japan

6

Hierarchy of Company Support

Hierarchy of Company Objectives

This level is where the

company strength is.

Upside

down chart Ron McFarland, Tokyo, Japan

7

Hierarchy of Company Daily Support

Salesman Stock Clerk Production

Worker

R & D

Researcher

Sales Manager Supply

Manager

Production

Manager

R & D

Manager

Ron McFarland, Tokyo, Japan

Where things get done in a company.

8

Supply

Manager

When I make a request, I

am 50% responsible for its

achievement. I must give

support to make sure that

objective is successfully

completed.

Sales Manager Production

Manager

R & D

Manager

Hierarchy of Company Daily Support

I will not make requests of

things that can’t be

completed with our

resources and talent, as it

takes our energy, time and

resources away from what

can be achieved.

President-Owners

Ron McFarland, Tokyo, Japan

9

When discussing objectives

上司

Superior

担当

Staff

Ron McFarland, Tokyo, Japan

The objectives must be decided one-on-one between the manager and

the employee only, not in groups or with others attending.

Notice these two people on the left sitting across from each other.

The objectives go in one direction. From the superior to the staff. Also,

the pressure goes from the superior to the staff.

Sitting side-by-side, the two become a team looking at a document.

Requests are in one direction and pressure goes to the objective.

They have a good discussion on what objectives can be achieved and

agreement made by both people.

10

Handling objectives & goals

Could you do

“A” project?

OK. I can do it by

myself. I don’t

need any support.

Example #1

上司 Superior

担当 Staff

Ron McFarland, Tokyo, Japan

11

Handling objectives & goals

Could you do

“B” project?

What do you

need? I will

support you to

finish “B”

project.

Example #2

上司 Superior

担当 Staff

Ron McFarland, Tokyo, Japan

I don’t know if I can

do it by myself. I

will need support.

12

Handling objectives & goals

Could you do

“C” project?

I can’t support

you with “C”

project. We

should find

someone else

to do it, or not

do it at all.

We should not start projects we can not completed.

I will need a lot of

support to complete

“C” project.

Example #3

上司 担当

Ron McFarland, Tokyo, Japan

13

Peer-to-peer objective decision-making

Ron McFarland, Tokyo, Japan

In recent times, objectives start on the

front line, where an opportunity or

concern is exposed.

Before going to the superior, the frontline

people discuss and develop a objective.

After that, one member is selected to take

it to the superior for support.

14

Handling objectives & goals

Explain it in

detail. If I agree,

I will support

you and create

an environment

to make it

successful.

We found a

problem and/or

opportunity. Can

us support us

address it?

In this environment does more listening and

observing and less speaking and commenting.

Peer

representative

presentation

上司 Superior ピア代表

Peer representative

Ron McFarland, Tokyo, Japan

15

Handling objectives & goals

If someone says he will do something and then does

not do it, there is a huge waste of time and money.

It is best to say it can’t be done as soon as possible,

forget it and work on projects that can be achieved.

Hours lost Days/Months lost

Ron McFarland, Tokyo, Japan

16

上司

50%

責任 Superior 50% responsibility

担当

50%

責任 Staff 50% responsibility

Determining & Reaching Objectives

The manager has a tracking system in place to follow

up and support every request at least weekly.

Ron McFarland, Tokyo, Japan

17

Getting things done action plan

To make sure things get done, these questions

must be answered by everyone in the company:

1. Question: Who do you discuss objectives with

within the organization chart? There should be

only one person or a group of peers available.

2. Question: Who is to support you to achieve

your objectives?

3. Question: Are objectives mutually agreed on

one-on-one?

4. When you set objectives with someone, do you

regularly contact the person to support him

(most often-twice/day, least often-once/week)?

Ron McFarland, Tokyo, Japan

18

….. and finding

support

Ron McFarland, Tokyo, Japan

Determining

&

reaching objectives….