Corporate Objectives

Corporate objectives are statements of intent that provide the basic direction for the
activities of an organization in pursuit of its mission.

In many organizations there is overlapping and confusion between the terms objectives and
goals. This is easy to avoid if you think of objectives as statements of intent and goals as
quantifiable targets. For more about goals and objectives, click here

Generally speaking, an objective is a broad statement of an intention to do and/or achieve
something.

Following are some typical corporate objective statements:

"To design and manufacture our products in the most cost-efficient manner for timely
distribution to our national network of suppliers."

"To undertake a new and rigorous research and development program aimed at developing
a new line of products geared toward the sports market."

"To provide the highest level of service possible to our patients, physicians, and the that
communities we serve."

"To foster a challenging, rewarding and satisfying work environment for our employees."

Here are the published corporate objectives of a major
manufacturing company in the UK:

"To supply our customers with the highest quality products and provide outstanding levels
of sales and delivery service, incapable of being matched by our competitors, and thereby
increasing our market share."

"To undertake this challenging task with the objective of delivering superior rates of return
to our shareholders and providing opportunities and reward for our employees."

Writing Tips:
1. When formulating corporate objectives statements always think in terms of "What are
the key things that we need to do to achieve our mission on an ongoing basis?

2. Since corporate objectives are statements of "intent" most of them can begin with "to" in
the sense of "It is our intent to.".



Corporate Objectives Definition Features and Functions
In order to evaluate the value of the product portfolio, it must be associated with corporate
objectives. Corporate objectives must be defined clearly and associated with measurement
criteria in order to evaluate the value of individual investments with those objectives.
y Unlimited, user-defined corporate objectives

y Corporate objective criteria description

y Metrics with subjective results

y Metrics with objective results

y Metrics with results from selection list

y Metrics target value

y Metrics target range

y Relative weighting of corporate objectives

y User defined metrics with calculated results

y Associate unlimited documents with corporate objectives





Objectives and objectivity
Reuchlng the stundurd for Investors In People cun be u long process, but
Vlcky Blles reveuls lts vulue to un orgunlsutlon.
Four yeurs ugo the Yorkshlre 6 theutres the slx produclng houses ln Yorkshlre orgunlsed some |olnt
trulnlng ln the form of Munuglng People: A Workshop for Heuds of Depurtments. For the flrst tlme, Heuds of
Depurtments (HODs) sturted tulklng ubout whut lt meunt to munuge people, thelr role wlthln thelr teum und the
competencles of u good munuger. The trulnlng ulso provlded un lntroductlon to settlng ob|ectlves. Enthused to
do more, the senlor munugement teum set ubout puttlng together some orgunlsutlonul ob|ectlves. How dld we
pln down our urtlstlc umbltlon? How could we express our deslre to move the orgunlsutlon forwurd? How
could we glve stuff u shured responslblllty to effect chunge wlthln our creutlve envlronment? We needed to
lmprove communlcutlon, but how would we meusure thut? We settled on flve ob|ectlves und presented these
to ull stuff. Wlth support, HODs consldered how thelr depurtments could formulute some depurtmentul
ob|ectlves wlth thelr teums. Thls helped to clurlfy und embed whut we were trylng to uchleve.

Stuff ut York Theutre Royul
We then creuted u stuff hundbook to communlcute our urtlstlc pollcy, new-found Ob|ectlves, Alms und
Asplrutlon und ull of our pollcles und procedures, uvulluble on our lntrunet und purt of un lnductlon to the
orgunlsutlon. We sturted revlewlng our pollcles und procedures by creutlng cross-depurtmentul worklng
groups, ulmlng for mlxed groups of people who would not normully work together. The resultlng document
murked u reul lmprovement ln teum-worklng ucross depurtments und up und down reportlng structures u
new wuy of worklng.

The deslre to move on wus tempered by our busy duy-to-duy |obs. The only wuy we could effect further
chunge wus to work towurds u frume-work, u process und u goul. A compuny whlch supports the trulnlng und
skllls sector upprouched us ubout u fundlng opportunlty und support to work towurds Investors In People (IIP).
We hesltuted, but declded to glve lt u go.

Involvlng stuff

We dlstrlbuted u stuff questlonnulre the flrst tlme thut muny hud been usked for thelr vlews. The results were
mlxed und the comments heurtfelt, but senlor munugement were robust und we colluted und publlshed the
results ln full. A plun followed whlch focused on the common threuds und, wlth one eye on our orgunlsutlonul
ob|ectlves, we declded to tuckle unother ureu the dreuded upprulsul. Not ull senlor munugers dld upprulsuls,
so we needed un orgunlsutlon-wlde process. We devlsed prepurutlon forms for both the munuger und the
lndlvlduul und slx months luter, munugers und stuff were sent off to huve u go. The response wus curefully
monltored und u resoundlng success. Apprulsul forms were completed by ull permunent stuff und thelr
munugers, und u leurnlng und development plun wus colluted for the orgunlsutlon.

We were feellng good ubout our uchlevements und reudy for IIP ussessment. The crlterlu ure very cleur, und
the rlgorous process lnvolves the ussessor decldlng whom to meet (16 people ucross the orgunlsutlon) durlng u
whole duy of lndlvlduul lntervlews to uscertuln whether the stundurd hus been met. Our ussessor hud never
worked wlth un urts orgunlsutlon before. She wus lmpressed by everyones commltment und dedlcutlon to the
work und by how open und welcomlng stuff were thlngs thut we tuke for grunted ln our lndustry. She hud to
show whut we hud uchleved und, ln the end, declded thut we hud not hud long enough (lt hud been less thun u
yeur slnce we hud set our orgunlsutlonul und depurtmentul ob|ectlves), und thut stuff und munugers werent
cleur ubout whut wus expected of them.

Munuger cupubllltles

We declded to tuckle munuger cupubllltles. Another cross-depurtmentul worklng group of munugers und stuff
dlscussed whut we ull expected from our munugers. We wunted munugers to thlnk ubout how they represent
the orgunlsutlon, how they munuge thelr depurtments und how they enguge wlth orgunlsutlonul ob|ectlves. We
devlsed u questlonnulre for munugers, wlth heudlngs lncludlng provldlng leudershlp und dlrectlon, dellverlng
excellent results, motlvutlng und munuglng people, muklng u personul lmpuct, tuklng responslblllty und
leurnlng und shurlng. We usked munugers to score themselves ugulnst exumples und behuvlours. Euch
munuger fllled out the questlonnulre themselves, und usked both u colleugue ut thelr level und someone whom
they munuge to do the sume. All three met to dlscuss the results. Thls sounds scury, but munugers were now
reudy to self-ussess und heur constructlve feedbuck. The tlmlng wus such thut thls huppened |ust before
prepurutlon begun for the second yeur of upprulsuls, so the results fed lnto thut process.

Elghteen months on we dld unother stuff questlonnulre. There hud been lmprovements, und ulthough there wus
stlll some wuy to go, we were encouruged to be reussessed for IIP. We hud now reuched the stundurd. The
ussessor suld munugers understood the prlorltles of thelr teums, how these llnked to depurtmentul ob|ectlves,
how needs would be uddressed und how the lmpuct could be evuluuted. She suld thut lt wus cleur from the
lntervlews wlth munugers und stuff thut emphusls contlnues to be pluced on provldlng equullty of opportunlty
und encouruglng ldeus on how to lmprove performunce. We were thrllled.

Embeddlng the results

If lt wusnt for IIP und the structure of our process, we would not huve uchleved us much us we dld. We
needed u chumplon to steer us through. We needed to ensure ull stuff were lnvolved, ull the wuy. It only
worked for us becuuse we were uble to communlcute the beneflts und we kept re-enforclng the messuges. The
uchlevement wus the |ourney but the recognltlon of IIP wus ulso u posltlve endorsement thut we ull deserved.

The chullenge now ls to ensure these processes ure embedded ln how we work. Through trulnlng und
development we contlnue to lnvest ln our stuff. By tulklng ubout how we cun do thlngs better we cun
contlnuully chullenge ourselves. We ure ull encouruged thut stuff feel vulued und upprecluted thut they ure
lnvolved ln declslon-muklng und feel they muke u posltlve dlfference. The orgunlsutlon hus mude posltlve
steps over the lust four yeurs to lmprove strong leudershlp, upprulsuls, ob|ectlves settlngs, cross-depurtment
worklng, munuger cupubllltles, questlonnulres, stuff meetlngs und the generul utmosphere through the
orgunlsutlon huve ull contrlbuted to thls. I um hopeful thut ull stuff now thlnk thut these ure ulso thlngs thut we
now do well us u mutter of course ut York Theutre Royul.
Vlcky Blles ls Generul Munuger of York Theutre Royul.

Contributing to Our Community, Economy, and
Society in a Meaningful Way.

An organizations Hierarchy of Goals contains: departmental objectives and goals, strategic
objectives, mission, and organizational vision. The company vision is at the starting point for
articulating a companys hierarchy of goals. It is usually described as a goal that is massively
inspiring, overarching, and long-term.

An organizations vision states what the core spirit of the company is for its sustainable operation,
and serves to point the direction of where the organization wishes to go. Obviously, Rogers puts
their organizations vision at the point of their strong corporate citizenship- their Corporate Social
Responsibility (CSR).

On their website, they expect to be a good organization contributing to their employers,
customers, shareholders, and the neighborhoods in the communities. They are seeking ways to be
a better citizen in the business world. They believe that besides the business, there is no
exception for them to learn and grow their corporate social responsibility. Therefore, they keep
on strengthening their CSR practices and adopting a more rigorous and systematic approach in
order to carry out their CSR. In addition, they also believe that the basis of CSR is also to do what
they should do the best, that is, to increase great value to their customers lives through their
various product services.


Currently, their key Corporate Social Responsibility priorities and themes include:
Customer transparency.
Product stewardship.
Employee relations.
Community Investment.
Climate change and energy use.
Ethical supply chain.
I thought a companys vision seems to be a far-away or unreachable wish that it takes a long time
for the company to accomplish. However, the true is that a vision statement can be simple as
that, when the vision equals the CSR. Maybe at some points, it is a long and difficult way for a big
enterprise to complete their social responsibility that satisfies every person in the communities. It
is good that Rogers has the consciousness of social responsibility to contribute and feedback to the
community, economy, and society in a meaningful way.
Departmental objectives
Featured in the Setting Objectives and Seeing Them Through training
manual
By Beverley Williams
Category: Performance Management
Credit price: 3 download credits (Single user)
Departmental objectives need to be set in order to establish the direction and aims
or goals of the department. Departmental objectives address the objectives set at
the organisational level in greater detail. Departmental objectives may be
developed by departmental heads in conjunction with those who set organisational
objectives. However, this is not always the case. Objectives will sometimes be
presented to departmental heads rather than agreed with them. Every single
member of the department needs to be aware of the departmental objectives and
to understand how individually they play their part in achieving them. During this
training activity, participants examine how departmental objectives fit in to the
bigger picture and identify the benefits off some of their own departmental
objectives.
You open by explaining that this is where objectives start to get more specific,
giving a clear view of the targets and expectations of departments and functions.
You cover the objectives cascade showing where departmental objectives fit in. You
move on to acknowledge the many different organisational structures and agree the
terms to be used in your own objectives cascade. Next, you examine some
examples of departmental objectives, eliciting participants responses to show why
the theory may not always translate into practical application. Then the participants
work with some of their own departmental objectives to show where they fit in to
the cascade and what they see as the key benefits of the selected objectives. They
present their findings to the rest of the group. Finally, you close by covering the
key learning points of the training activity.
Who is it for: This training resource is intended for use by trainers with
participants to examine departmental objective setting and asks them to show
where their own departmental objectives fit in to the bigger picture.
y Themes:

y Understanding how effective objective setting can improve performance,

y Awareness of potential problems of objective setting,

y Utilising SMART,

y Developing SMART objectives,

y Agreeing objectives,
Resource Type: Activity
Min Group Size: 4
Max Group Size: 10
Typical Duration: 01:30:00
No of Pages: 11
Resources: View standard resources for Fenman training activities
Purpose: This training resource is intended for use by trainers with all members of
staff as everyone needs to understand where departmental objectives fit in. This
training activity is a brief overview of the topic and is not designed to be used to set
objectives at departmental level. Ideally, participants should already have covered
Objectives: What they are and why they exi

Corporate objectives
Corporate objectives are those that relate to the business as a whole. They are usually set by the top
management of the business and they provide the focus for setting more detailed objectives for the
main functional activities of the business.
This can be illustrated as follows:


Corporate objectives tend to focus on the desired performance and results of the business. It is
important that corporate objectives cover a range of key areas where the business wants to achieve
results rather than focusing on a single objective.
Peter Drucker suggested that corporate objectives should cover eight key areas:
Area Examples
Market standing Market share, customer satisfaction, product range
Innovation New products, better processes, using technology
Productivity Optimum use of resources, focus on core activities
Physical & financial
resources
Factories, business locations, finance, supplies
Profitability Level of profit, rates of return on investment
Management Management structure; promotion & development
Employees Organisational structure; employee relations
Public responsibility Compliance with laws; social and ethical behaviour
PART 2


Organizational objectives are the end results an organization
seeks to obtain in order to achieve its mission. The objectives or
end results become the focus of the organization's activities.
Strategies are formulated and implement to assure the activities
of the organization are coordinated to achieve it objectives. The
word "goals" is often used interchangeably with objectives. Some
of the areas in which organizations set objectives include
profitability, management performance, competitive
performance, productivity, and social responsibility.



Corporate objectives
Corporate objectives are those that relate to the business as a whole. They are usually set by the top
management of the business and they provide the focus for setting more detailed objectives for the
main functional activities of the business.
This can be illustrated as follows:


Corporate objectives tend to focus on the desired performance and results of the business. It is
important that corporate objectives cover a range of key areas where the business wants to achieve
results rather than focusing on a single objective.
Peter Drucker suggested that corporate objectives should cover eight key areas:
Area Examples
Market standing Market share, customer satisfaction, product range
Innovation New products, better processes, using technology
Productivity Optimum use of resources, focus on core activities
Physical & financial
resources
Factories, business locations, finance, supplies
Profitability Level of profit, rates of return on investment
Management Management structure; promotion & development
Employees Organisational structure; employee relations
Public responsibility Compliance with laws; social and ethical behaviour