Objectives

The team's target focuses on low-price customers, while the organisation wants growth in the premium segment. The targets are therefore not aligned with the main objective.

A four-year target for the share of export revenue sets a long-term direction for the organisation, so it is strategic. The other choices are short, routine tasks.

Fewer returns caused by defects indicate that products are meeting quality standards more consistently. Therefore, this objective is linked to quality improvement.

The direct answer is option A. The objective is clear because the company has a definite sales target, but an ethical risk appears when employees are pressured to make misleading promises to customers. Step by step: the desired result is increased sales; the harmful means is giving false or misleading information; customers may be deceived and trust may be damaged. Thus a clear objective does not automatically make every method acceptable. Option A is correct because it shows conflict between target achievement and honest conduct. Option B, a realistic target, does not itself create an ethical problem. Option C, a customer-service target, can support ethical behaviour when pursued honestly. Option D, a deadline, only fixes the time for achievement; it is not by itself unethical. Exam cue: objectives must be achieved through lawful, honest, and responsible methods.

This version specifies both a number of beneficiaries (1,000 students) and a time limit (one year), so progress can be measured against it.

A hierarchy links broad objectives at the organisational level to more specific objectives for departments and individuals. Option A shows those connected levels.

Option C specifies a percentage, a service measure, and time limits for both the objective and resolution. These details make progress objectively measurable; the other options are vague.

When employees know the objectives, they can direct their efforts towards shared goals. This helps coordinate the work of different people and departments.

The sales increase is a specific result to be achieved, so it is an objective. Checking a customer's record guides credit decisions, so it is a policy.

A corporate objective concerns the organisation as a whole. A goal confined to one department is not a corporate objective unless it reflects an organisation-wide aim.

Absenteeism concerns employees' attendance, so a target to reduce it is a human-resource objective. The target is measurable because it specifies the rate and the time period.

An output target can be measured, but focusing only on output while setting no safety target neglects another important area. The objective is therefore not balanced.

Objectives state what the organisation aims to achieve. They guide planning, provide standards against which performance can be controlled, and help coordinate people's efforts.

Option C uses vague expressions such as “soon” and “very good”. It states neither a definite time limit nor a measurable target or clear expected result. In contrast, option D clearly specifies the task, quantity and deadline. Exam tip: an effective objective should generally be specific, measurable and time-bound.

When employees understand why a target matters, they are more likely to feel committed to it and motivated to work towards it. Without that understanding, these benefits may weaken.

The target gives a specific percentage and a time period, so it is measurable. Reducing repeat complaints also aims to improve customer service and the quality of the product or service.

An objective states the result to be achieved, such as a market-share target. A strategy sets out the broad course of action for achieving that result.

The score has a measurable starting point and target, so measurability is not the main weakness. Without a deadline, it is not time-bound.

An objective describes the result an organisation intends to achieve. A programme sets out related activities and may include the steps and resources needed to achieve that result.

Rising sales supports growth, while fewer defect-related returns indicate better product quality. Considering both helps the company pursue growth without neglecting quality.

The target figures make the objective specific, but the workers who need to act on it have not been informed. That makes communication weak and can hinder coordinated implementation.

A target provides a standard for control. Comparing actual monthly revenue with the target shows whether performance is on track or needs corrective action.

The objective concerns the time taken in a process for bringing a new employee into the organisation. Reducing that time is primarily an improvement in the efficiency of a human resource process.

Brand image is not directly counted like sales units, so an indicator is needed to assess change. A customer-perception score is one possible way to measure whether the image has improved.

The target is measurable because it specifies a change from 28% to 40%, and time-bound because it must be achieved in the next quarter.