Published by:
Harvard Business Publishing
Length: 8 pages
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Abstract
This article, first published in 1974, answers one of management''s most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands.
About
Abstract
This article, first published in 1974, answers one of management''s most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands.