Management Practice Analysis and Review

Question: Discuss about the Management Practice for Analysis and Review. Answer: Introduction The main concept of the analysis is to look at goal setting theory with regards to management practices. Since its introduction 50 years ago, this premise has been the most used, researched, and reputable theory of work motivation in the area of organizational and industrial psychology (Latham Locke, 2006). The goal setting theory states that the root of inspiration is the intention and desire to attain a given goal. It is also founded on the notion that much human action is focused and guided by cognizant goals (Sorrentino, 2006). When a person or team can concentrate their interest on actions that will achieve a goal, they are also diverting attention away from actions that will not attain the goal. The evidence presented in this study is research. Considering management theory and evolution, the goal setting theory has been used in the study. Research indicates that when goals are forced, they may be viewed as more tricky to achieve, thereby resulting in annoyance instead of achievement (Vigoda-Gadot Angert, 2007). This research is founded on Edwin A. Lockes theory which cites that goals are direct controllers of human action. Goal setting is, therefore, considered to be an effective technique used to influence performance by guiding focus, increasing determination, mobilizing effort, and encouraging strategy development (Vance, 2013). Notably, before a goal can be inspiring to a person, the individual must embrace it. This is the initial step in creating motivation. Furthermore, significance and self worth tend to enhance the goal commitment by the person. Goal setting is commonly used in todays place of work as a way of improving and sustaining work performance. The anticipation is that worker performance and effort within an organization is eventually predisposed by the goals selected by or allocated to these workers (Locke Latham, 2006). Triumphant managers utilize the goal setting theory to not only improve performance and clarify expectations, but to also develop workers into stronger ones, which in turn makes the organization stronger. Managers also use this theory to ensure concentration on relevant areas, set precise goals, line up reward systems with outcomes, bond goals to occupation unit, hold performance meetings, and ask supervisors to set their goals (Corker Donnelan, 2012). Goal setting is a management tool used widely in todays organizations. Goal conditions for constructively affecting performance and motivation have been referred to as SMART goals. This is an acronym for Specific, Measurable, Assignable, Realistic, and Time-based goal system. Goals must be specific, measurable, and assignable to a person or a group. They must also be challenging, yet realistic, and time-related (Latham Locke, 2006). The analysis being conducted can help modern management issues in organization by concentrating on a specific category of target goal. For instance, periphery goals have been the considered prognostic of achievement results. These goals are those that show the least performance level that a person must achieve to personally experience victory (Sorrentino, 2006). The implementation of the use of boundary goals may help administration with intervention activities directed at encouraging the workforce to elevated levels of attainment. Through this analysis, goal setting will progress job performance when the goals are sufficiently challenging and specific, rewards are given for goal achievement, advice is offered to indicate progress towards goals, and managers are supportive. It is often argued that if a person has the vital aptitude to perform a given task, setting specific hard goals usually focuses attention to exercise effort and determination to attain it (Vigoda-Gadot Angert, 20 07). Thus, the connection between specific hard goals and ones performance is at times interceded by the type of goal set. Generally, goal setting strategy incorporates various attributes such as peer competition, goal difficulty, feedback on goal performance, participation, and supervisory support. This study contributes to management practice by exploring different views of goal setting support and goal setting theory. The study also assists both students, researchers, employers and employees to set goals and achieve them efficiently. It engages with different problems and concepts in management. For instance, creation of a substitute purpose for work, offering the challenge that allows people to conquer even the most physically demanding tasks (Vance, 2013). The study is helpful in identifying various weaknesses, limitations, and benefits of goal setting theory with regards to management practices. Notably, the theory does not account for behaviors encouraged by the subconscious, since it concentrates on cognition with no regard to the subconscious. This study engages with the issue of how and why goals are related to job performance. Without a specific goal addressing what an individual is trying to attain and by how much, this person can easily lose site of the goal (Locke Latham, 2006). This particular study offers much support to the advantage of the usefulness of goal setting theory on the attainment of organizational goals or improvement of outcomes. Conclusion As already indicated in the discussion above, goal setting is commonly used in todays place of work as a way of improving and upholding work performance. In contemporary management practices, triumphant managers utilize the goal setting premise to improve performance, build up employees into stronger workers, and clarify expectations. Goal setting generally involves the cognizant process of instituting levels of performance to get favorable results. The theory foretells that individuals will channel effort toward attaining their goals, which will in turn shape performance. Basic conditions that must be met to make goals more effective in bringing about motivation include goal specificity, goal difficulty, response on advancement toward the goal, and goal acceptance/commitment. References Corker, K.S., Donnelan, M.B. (2012). Setting lower limits high: The role of boundary goals in achievement motivation. Journal of Educational Psychology, 104 (1). Pp. 138 149. Latham, G.P. Locke, E.A. (2006). Enhancing the benefits and overcoming the pitfalls of goal setting. Organizational Dynamics, 35(4). Pp. 332 340. Locke, E.A., Latham, G.P. (2006). New directions in goal-setting theory. Current Directions in Psychological Science, 15(5). Pp. 265 268. Sorrentino, D.M. (2006). The seek mentoring program: An application of the goal-setting theory. Journal of College Student Retention, 8(2). Pp. 241 250. Vance, T.W. (2013). The effect of reward type on employee goal setting, goal commitment, and performance. The Accounting Review, 88(5). Pp. 1805. Vigoda-Gadot, E., Angert, L. (2007). Goal setting theory, job feedback, and OCB: Lessons from a longitudinal study. Basic and Applied Social Psychology, 29(2). Pp. 119 128.