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N5 mod2 formulation_aims_objectives

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Varsity College
Varsity College

This document discusses the formulation of aims and objectives and time management. It defines aims as long-term intentions without specific details or timeframes, while objectives are short-term intentions with specific criteria and timeframes. Objectives should be SMART - specific, measurable, attainable, relevant, and time-bound. The document provides guidelines for determining aims and objectives, including establishing the purpose, implementing steps to achieve goals, and evaluating if objectives are valid and feasible. It also discusses the importance of time management, techniques for evaluating and planning time use effectively, such as diaries, delegation, and prioritizing tasks. The overall aim is to formulate clear and achievable objectives and efficiently manage one's time.

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Mod 2: Formulations of Aims and Objectives Chapter 2 in textbook (p.29 – 35) Normally question 2 in Exam (15 points) Combination of long and short questions
2.1 FORMULATION OF AIMS AND OBJECTIVES AIM: The term aim (or goal) refers to long-term intentions not defined in specific terms or a specific time frame. See textbook on p. 29 – 2.1 2
OBJECTIVE: P.29 An objective refers to a specific intention (short-term)to be achieved within a definite time-frame. “In the next semester I will pass N5” 3
AIMS & OBJECTIVES (TABULATED) AIMS • Long term intentions • Not defined in specific terms • Not in a specific time frame • “One day I want to be a successful business man.” OBJECTIVES • Short term intentions • Specific intention / defined specifically • Definite time frame • “This semester I want to pass N5 Management Comm 4
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2.2 Aspects of determining aims and objectives ( p.29) If I want to determine aims and objectives I need to involve the following aspects: • Establish the purpose of the exercise • Why must I do it? (Lose weight for my wedding) • Implement the process (How to get there?) • Do something about your goal. Follow logical steps to do so. See example of this on p.30 (table) 6
2.2.2 Implementing the process Procedures • Identify problem • Formulate problem • Determine possible result • Determine time available • Relevant factors (positive or negative) on effort • Decide on Plan of Action • Set time limit • Set criteria • Monitor results • Put it in writing • Decide on feedback Applied example • I am overweight • I am 10kg overweight • Silky outfit – student dance • Dance is in 12 weeks • Birthday party of friend (eat too much) Exam – bad appetite • Balanced meals & exercise • 10 weeks • 500g per week • Weigh myself every Friday • Note pad on wall • Mother & best friend 7
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2.3 Evaluate aims and objectives (p.30) Must be • Valid (worthwhile and relevant). They must be: • Interesting and challenging • Consistent with and conducive to one’s personal values • Consistent with and conducive to the policies and procedure of the organisation of which one is a member • Feasible (realistic, achievable, practical and workable) • Can only be determined once they have been formulated. See example on p.31 9
Feasibility of objective? Objectives can only be determined once they have been formulated specifically • I want to lose some weight • I want to lose 10kg in 2 weeks • I want to lose 10kg in 15 weeks • Vague, generalised, an aim rather than an objective • Unrealistic, unfeasible • Realistic, feasible and achievable 10
2.3.1 Guidelines for evaluating aims and objectives (p.31 – 2.3.1) 11
SMART OBJECTIVE • Specific: clearly formulated in terms of the desired result • Measurable: in terms of quantity and/or quality • Attainable: realistic, achievable, practical and workable • Relevant: worthwhile and in best interest of the individual as well as the organisation of which he/she is a member • Traceable (tangible/time-frame): whether it allows progress to be monitored in terms of realistic or valuable feedback. See applied example on page 31 12
Smart Objectives • Specific • Measurable • Attainable • Relevant • Traceble • Clearly formulated in terms of the desired result • In terms of quantity and/or quality • Realistic and achievable • Worthwhile and in best interest of the individual as well as the organisation of which he/she is a member • whether it allows progress to be monitored in terms of realistic or valuable feedback. 13
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2.4 Time Management (p.32) How is success measured? Is it linked to time? • Why is time important? (2.4.1) • “Time is money” in the world of business • Time spent unnecessarily on one project, is time wasted, could be used on another project • Doing it at the right times also saves – or even makes – money • It is more sensible to clean out your desk on a Friday than on a busy day when you have urgent matters that need attention. 15
Time management (p.33) • Evaluation of time spent (2.4.2) Categorise it into: • Those activities really necessary vs. those that should be excluded • Those completed within a realistic period of time vs those on which time was wasted • Those performed at the appropriate time vs. those that should have been done at another time (prioritise) • Those that could have been done equally well by someone else. (delegation) • Planning time (2.4.3) Rate each task in terms of: • Importance • Most suitable time for performing it 16
Time Control Techniques (p.34 – 2.4.3.1) • Diaries (daily, weekly, monthly planning) • Week and year planners • Wall charts and desk pads • Delegation • Assigning task to sub-ordinates – why would you do that? • Self-control 17
Guidelines for better time utilisation – 2.4.3.2 (p.35) • Prioritise goals • Identify and dispose of time-wasters • Telephone calls, pop-ins, procrastination paper organisation, daily planning, distractions caused by colleagues • Employ time utilisation techniques (see p.34) • Set a time schedule • Evaluate your time spent 18
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N5 mod2 formulation_aims_objectives

  • 1. Mod 2: Formulations of Aims and Objectives Chapter 2 in textbook (p.29 – 35) Normally question 2 in Exam (15 points) Combination of long and short questions
  • 2. 2.1 FORMULATION OF AIMS AND OBJECTIVES AIM: The term aim (or goal) refers to long-term intentions not defined in specific terms or a specific time frame. See textbook on p. 29 – 2.1 2
  • 3. OBJECTIVE: P.29 An objective refers to a specific intention (short-term)to be achieved within a definite time-frame. “In the next semester I will pass N5” 3
  • 4. AIMS & OBJECTIVES (TABULATED) AIMS • Long term intentions • Not defined in specific terms • Not in a specific time frame • “One day I want to be a successful business man.” OBJECTIVES • Short term intentions • Specific intention / defined specifically • Definite time frame • “This semester I want to pass N5 Management Comm 4
  • 5. 5
  • 6. 2.2 Aspects of determining aims and objectives ( p.29) If I want to determine aims and objectives I need to involve the following aspects: • Establish the purpose of the exercise • Why must I do it? (Lose weight for my wedding) • Implement the process (How to get there?) • Do something about your goal. Follow logical steps to do so. See example of this on p.30 (table) 6
  • 7. 2.2.2 Implementing the process Procedures • Identify problem • Formulate problem • Determine possible result • Determine time available • Relevant factors (positive or negative) on effort • Decide on Plan of Action • Set time limit • Set criteria • Monitor results • Put it in writing • Decide on feedback Applied example • I am overweight • I am 10kg overweight • Silky outfit – student dance • Dance is in 12 weeks • Birthday party of friend (eat too much) Exam – bad appetite • Balanced meals & exercise • 10 weeks • 500g per week • Weigh myself every Friday • Note pad on wall • Mother & best friend 7
  • 8. 8
  • 9. 2.3 Evaluate aims and objectives (p.30) Must be • Valid (worthwhile and relevant). They must be: • Interesting and challenging • Consistent with and conducive to one’s personal values • Consistent with and conducive to the policies and procedure of the organisation of which one is a member • Feasible (realistic, achievable, practical and workable) • Can only be determined once they have been formulated. See example on p.31 9
  • 10. Feasibility of objective? Objectives can only be determined once they have been formulated specifically • I want to lose some weight • I want to lose 10kg in 2 weeks • I want to lose 10kg in 15 weeks • Vague, generalised, an aim rather than an objective • Unrealistic, unfeasible • Realistic, feasible and achievable 10
  • 12. SMART OBJECTIVE • Specific: clearly formulated in terms of the desired result • Measurable: in terms of quantity and/or quality • Attainable: realistic, achievable, practical and workable • Relevant: worthwhile and in best interest of the individual as well as the organisation of which he/she is a member • Traceable (tangible/time-frame): whether it allows progress to be monitored in terms of realistic or valuable feedback. See applied example on page 31 12
  • 13. Smart Objectives • Specific • Measurable • Attainable • Relevant • Traceble • Clearly formulated in terms of the desired result • In terms of quantity and/or quality • Realistic and achievable • Worthwhile and in best interest of the individual as well as the organisation of which he/she is a member • whether it allows progress to be monitored in terms of realistic or valuable feedback. 13
  • 14. 14
  • 15. 2.4 Time Management (p.32) How is success measured? Is it linked to time? • Why is time important? (2.4.1) • “Time is money” in the world of business • Time spent unnecessarily on one project, is time wasted, could be used on another project • Doing it at the right times also saves – or even makes – money • It is more sensible to clean out your desk on a Friday than on a busy day when you have urgent matters that need attention. 15
  • 16. Time management (p.33) • Evaluation of time spent (2.4.2) Categorise it into: • Those activities really necessary vs. those that should be excluded • Those completed within a realistic period of time vs those on which time was wasted • Those performed at the appropriate time vs. those that should have been done at another time (prioritise) • Those that could have been done equally well by someone else. (delegation) • Planning time (2.4.3) Rate each task in terms of: • Importance • Most suitable time for performing it 16
  • 17. Time Control Techniques (p.34 – 2.4.3.1) • Diaries (daily, weekly, monthly planning) • Week and year planners • Wall charts and desk pads • Delegation • Assigning task to sub-ordinates – why would you do that? • Self-control 17
  • 18. Guidelines for better time utilisation – 2.4.3.2 (p.35) • Prioritise goals • Identify and dispose of time-wasters • Telephone calls, pop-ins, procrastination paper organisation, daily planning, distractions caused by colleagues • Employ time utilisation techniques (see p.34) • Set a time schedule • Evaluate your time spent 18
  • 19. 19