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Written in 1992





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All  of us want to perform at work. In this article, the author attempts to list some simple ways to improve personal and group effectiveness.

By  being effective, I mean producing more results with the  same efforts. But before we can talk of achieving results, how many of us  are  clear what is the result we want to accomplish?  Are  we clear what exactly we are up to - what is our goal or objective?

At  work,  we get so deeply involved grappling with  one  problem after  another that we have no time to raise our head  above  our shoulders  to see where is our destination and which way  we  are heading.

The author seeks to drive home the need to  define  the  goals clearly  for  every single task and explains  with  examples  and illustrations  how it helps. Having defined the  objectives,  he discusses how to maximise the outputs of the team working for that objective?

Moreover,  having  defined the objectives, how do  you  go  about achieving the goal? How do you ensure that the team does not work at  tangents  but  contributes to the common  goal?  The author attempts to list steps for effectiveness by identifying strategic issues.

The author highlights the difference between Objective and Means, Long Term Goals and Short Term Goals. It also warns how dangerous it is to concentrate on only Means and Short Term Goals without keeping an eye on the Objective. The author concludes that Goal Orientation is not only the key to personal and group effectiveness in every activity, it is also the key to business effectiveness.  The author explains in a unique and simple way the meaning of Business Process Re-engineering (BPR) and how Goal Orientation is the basis of BPR.

The  article  is  important  for one and  all.  It  is  good  for personal effectiveness as well as team effectiveness.

The article is very illustrative and easy to comprehend.

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