Objectives

Objectives communicate the results and performance expected from employees, helping them understand what their work should achieve.

A good objective should avoid vagueness because unclear wording does not specify what is to be achieved or how success will be measured. Clarity, measurability and a time limit make an objective more effective. Exam tip: identify objectives that are clear, measurable and time-bound.

An organisation may pursue several objectives at the same time, such as earning profit, serving customers and growing. This is what multiplicity of objectives means.

Option A is time-bound because it states a clear deadline, “this week,” for completing the objective. It also gives a measurable target of 60 orders. In option D, the word “soon” is vague and does not specify a definite time limit. Exam tip: Look for a stated period such as a day, week, month, or year in a time-bound objective.

An objective that is too easy may not provide enough challenge to encourage greater effort, so its motivational effect can be weak. Objectives should be achievable but suitably challenging.

Reducing the resources used for the same output improves efficiency. Therefore, a cost-reduction objective is related to efficiency.

The direct answer is A. An objective tells the desired result—what a person or organisation wants to achieve. A procedure tells the ordered steps—how the work should be performed from beginning to end. For example, “reduce defects by 10%” is an objective, while “inspect raw material, set the machine, test the first item, and record the result” is a procedure. Option A correctly separates result from sequence. Option B reverses the meanings, so it is wrong: an objective is not a step and a procedure is not the target. Option C confuses both terms with financial ideas; expense and budget are not their definitions. Option D confuses an objective with a rule and a procedure with a prohibition; neither pair is correct. The key reasoning is goal versus ordered action. Memory cue: objective answers “what?”, procedure answers “how and in what order?”

A stated quantity or standard provides a basis for comparing actual performance with the intended result, making achievement measurable.

Objectives state what an organisation aims to achieve. They guide its activities and provide standards against which actual performance can be compared for control.

In planning, objectives state what the organisation wants to achieve. They therefore provide a clear direction to all actions and decisions, making option A correct. Performance standards may be related to objectives, but they are not the main reason for setting objectives. Exam tip: Link objectives with goals and direction of work.

It is an objective because it states a specific, measurable result (a 12% increase in profit) and sets a time period (next year).

An objective states the result the organisation wants to achieve, helping employees understand what is expected of them.

An unclear goal gives planning no definite direction, so it may become less effective.

Measurable objectives provide a clear basis for checking progress against the intended result.

The target specifies both a quantity (500 products) and a time limit (thirty days), making it a clear, measurable objective.

In controlling, actual performance is compared with the objectives to see whether the intended results have been achieved.

Option D sets a measurable result (a 5% cost reduction) and a time limit (this month), so it is a clear objective.

Shared objectives give departments a common direction, helping align their efforts toward the same results.

A time limit states when the expected result should be achieved, making the objective time-bound and easier to monitor.

Objectives are generally set at the beginning of planning because they clarify the results that subsequent plans and actions should aim to achieve.

The correct answer is B: objective. An objective is a planned result that can be stated clearly and checked later. The statement contains the result, 80 completed customer feedback forms, and a deadline, next week. Because both the number and time are given, achievement can be measured: the organisation can count the forms and compare the total with 80. Option A, policy, is a general guideline for making decisions, not a numerical short-term result. Option B is correct because it is a measurable and time-bound target. Option C, rule, is a compulsory instruction about what must or must not be done; this statement focuses on a result rather than a general command. Option D, strategy, is a broad plan or method used to achieve objectives; 80 forms is the target, not the method. Memory cue: number plus deadline usually signals an objective.

A set objective provides a target or standard. Performance can be assessed by comparing the actual result with that target.

An objective that is excessively difficult or impossible can make employees feel that success cannot be achieved. This may lower their motivation and willingness to work, leading to discouragement. In contrast, challenging but attainable objectives can improve performance. Exam tip: Good objectives should be realistic and achievable.

The direct answer is A, “Statement of desired result.” In planning, an objective describes the result an organisation wants to achieve. Increasing market share means obtaining a larger percentage of total sales in a particular market. It describes a future condition or target, so it is an objective. Option A is correct because it states the desired outcome, not the steps used to reach it. Option B, statement of work method, would explain how the company will increase market share, such as advertising, improving quality or reducing price. That is a method or strategy, not the objective itself. Option C, strict prohibition, tells people what they must not do and is not the meaning of increasing market share. Option D, form-filling sequence, describes an administrative order of actions and has no necessary connection with the company’s market target. The reasoning is simple: “increase market share” names the result; it does not name a procedure. Memory cue: outcome is objective, action plan is method.

Making 30 calls is a specific, measurable target assigned to one salesperson, so it is an individual objective rather than an organisation-wide objective.