Communication Client Interviewing Counselling and

Advocacy Skills project

On
ANALYSIS THE RELATIONSHIP BETWEEN THE FORMATION OF
SHORT TERM , MEDIUM TERM & LONG TERM GOALS FOR
EFFECTIVE PRODUCTIVITY AND STRONG TEAM

NAME: DEEPAK SHARMA

ENROLLMENT No.: A3211113218
PROGRAMME: [Link] (Hons.)
SEMESTER:4
BATCH:
2013-2018
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AMITY LAW SCHOOL, NOIDA

AMITY UNIVERSITY, UTTAR PRADESH, SECTOR- 125

ACKNOWLEDGEMENT
I take this opportunity to express my profound
gratitude and deep regards to my guide Mrs.
MAHIMA BHARDWAJ (Faculty Name) for her
exemplary guidance, monitoring and constant
encouragement throughout the course of this
thesis. The blessing, help and guidance given
by him time to time shall carry me a long way
in the journey of life on which I am about to
embark.

I am really thankful to them.

Secondly i would also like to thank my parents
and friends who helped me a lot in finishing
this project within the limited time.

I am making this project not only for marks but

to also increase my knowledge .
THANKS AGAIN TO ALL WHO HELPED ME

INTRODUCTION
Goal setting1
Goal setting involves the development of an
action plan designed to motivate and guide a person or
group toward a goal. Goal setting can be guided by goalsetting criteria (or rules) such as SMART criteria. Goal
setting is a major component of personaldevelopment and management literature
The more specific and ambitious goals lead to
more performance improvement than easy or general goals.
As long as the person accepts the goal, has the ability to
attain it, and does not have conflicting goals, there is a

1 [Link]
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positive linear relationship between goal difficulty and task

performance
Goals that are deemed difficult to achieve and specific
tend to increase performance more than goals that are
not. A goal can become more specific through
quantification or enumeration (should be measurable),
such as by demanding "...increase productivity by
50%," or by defining certain tasks that must be
completed.

Setting goals affects outcomes in four ways: Choice: goals

narrow attention and direct efforts to goal-relevant
activities, and away from perceived undesirable and goalirrelevant actions.

[Link]: goals can lead to more effort; for example, if

one typically produces 4 widgets an hour, and has the
goal of producing 6, one may work more intensely
towards the goal than one would otherwise.
[Link]: someone becomes more likely to work
through setbacks if pursuing a goal.
[Link]: goals can lead individuals to develop and
change their behavior.
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ROLE OF GOAL SETTING IN BUSINESS2

In business, goal setting encourages participants to put in
substantial effort. Also, because every member has defined
expectations for their role, little room is left for inadequate,
marginal effort to go unnoticed.
Managers cannot constantly drive motivation, or keep track
of an employee's work on a continuous basis. Goals are
therefore an important tool for managers, since goals have
the ability to function as a self-regulatory mechanism that
helps employees prioritize tasks.[9][10]
The four mechanisms through which goal setting can
affect individual performance are:
1. Goals
focus
attention
toward
goal-relevant
activities and away from goal-irrelevant activities.
2. Goals serve as an energizer: Higher goals induce
greater effort, while low goals induce lesser effort.
3. Goals affect persistence; constraints with regard to
resources affect work pace.

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5

4. Goals activate cognitive knowledge and strategies

that help employees cope with the situation at
hand.

Goal commitment
People perform better when they are committed to
achieving certain goals. Through an understanding of the
effect of goal setting on individual performance,
organizations are able to use goal setting to benefit
organizational performance. Locke and Latham (2002) have
indicated three moderators that indicate goal setting
success:
[Link] importance of the expected outcomes of goal
attainment, and
[Link]-efficacyone's belief that they are able to achieve
the goals, and
[Link] to otherspromises or engagements to
others can strongly improve commitment.
Expanding the three from above, the level of commitment is
influenced by external factors. Such as the person
assigning the goal, setting the standard for the person to
achieve/perform. This is influences the level of
commitment by how compliant the individual is with the
one assigning the goal. An external factor can also be the
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role models of the individual. Say if they strive to be like

their favorite athlete, the individual is more likely to put
forth more effort to their own work and goals.
Internal factors can derive from their participation level in
the work to achieve the goal. What they expect from
themselves can either flourish their success, or destroy it.
Also, the individual may want to appear superior to their
peers or competitors. They want to achieve the goal the best
and be known for it. The self-reward of accomplishing a
goal, is usually one of the main keys that keep individuals
committed.

RELATIONSHIP BETWEEN SHORT TERM ,

MEDIUM TERM AND LONG TERM GOALS3
Goal setting is an activity that many coaches undertaken
with their teams to try to set a point in the horizon
for individuals and the team to work towards. Goal setting
if completed properly can lead to increased performance
and the ability to monitor and evaluate a program on a
number of different levels.

When undertaking a goal setting exercise it is

important to realise there are three categories goals
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can be utilised within. These are short, medium, and

long-term goals. The exact length of time for each goal
depends on the overall length of time a program is in
operation for. For example if a program ran for six
months, then the long-term goals would be built around
a six-month period. Medium term goals could be up to a
month in length with short-term goal being based on
weekly stages.

Short-term goals should build up to achieving what the

desire medium term goals are. These medium term goals
once cumulated should then attain the long-term goals. By
structuring the goals of an individual or team in this way,
they will link together and make often complicated or
significantly larger goals more manageable and easier to
plan in achieving.

Another important aspect is

the SMART Principle applied to
meaning. The SMART Principle is:

Specific
Measureable

for goals to
them to give

have
them

Attainable/Achievable
Realistic/Reasonable
Time Bound

The SMART Principle forms a very important set of

considerations in designing goals as it helps the end
content of a goal to be more meaningful and individualised.
For example, a goal which has not had the
smart principle applied might look like this:

If we take the same topic of the goal and apply the smart
principle, this is the result:

Bill will shoot five hundred shots each week for the
remainder of the season outside of team practice sessions

The difference is in the second goal there is a clear and

very specific task to be completed within a define time line.

Short Term Goals should be developed with a finite

amount of time in mind. These goals should be the easiest
to achieve in regards to minimal time allocated to the task.
This may include for instance an individual player aiming
to improve their road running time over three kilometres by
five seconds each week. This goal during seasonal
competition can then be aimed for each week and achieved
within this time.

Medium Term Goals should be the result of an

individual/team achieving or completing a task because of
consistently satisfying the requirements of their short-term
goals. An example of a medium term goal for the individual
in our earlier referenced running scenario might be that
the player increases the distance to four kilometres at the
end of the first months training.
Like with the cumulative effect of the short-term
goals leading to the completion of a medium-term goal, so
too when a series of medium-term goals are completed then
a Long Term Goal should be satisfied. Continuing with our
example of the players running efforts, by the end of the
season the player will be aiming to be running a total
distance of eight kilometers.

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Effective Productivity4

Effective Productivity occurs when the economy is using all of

its resources efficiently. The concept is illustrated on

a production possibility frontier (PPF) where all points on
the curve are points of maximum productive efficiency (i.e.,
no more output can be achieved from the given inputs). An
equilibrium

may

being allocatively

be

productively

efficient

i.e.

it

efficient
may

without

result

in

distribution of goods where social welfare is not maximized.

1: Ruthlessly cut away the unimportant (and Focus on the
important)
2: Allocate breaks strategically
3: Remove productivity stoppers (i.e. distractions)
4: Tap into your inspiration
5: Create barriers to entry
6: Optimize time pockets
7: Set timelines
8: Automate everything possible

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STRONG TEAM5
In business, the main focus is often on the bottom line, and
things like relationships get pushed to the back burner.
But relationships are important in business, whether you
are talking about relationships with your customers, your
team members, or even yourself. By putting strategies in
place
to
improve
team
building
and
intrapersonal relationships at work, youll not only enjoy a
happier, healthier workplace but you might just see a
positive impact on the bottom line as well. Here are six
strategies to help you build stronger team and
intrapersonal relationships among your employees.
Do you want to build a stronger team?
You need an executive coach to help you improve your
team. Hire Joel Garfinkle to help you improve interpersonal
relationships among your employees.
1. Set clear expectations. Are you trying to establish an
overall environment where everyone feels like they are
part of a big team working together toward a common
goal, or are you trying to establish a smaller group to
work on a specific project? Knowing where you are
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headed will help you get there with fewer headaches

and setbacks.
2. Share your knowledge and encourage them to share
theirs. If someone has a problem that you can help
with, speak up. By sharing your expertise, you not
only save the person the time and trouble of searching
for the solution, but also earn their respect and trust,
which makes the whole team stronger. On the flip side,
ask for advice and be willing to listen to their ideas and
implement them in your own projects.
3. Say good things about other people. It makes people
feel good to hear that youre praising them behind
their backs. Too many times, the only things people
say when youre not present are negative. Turn that
around to show your team members that you really are
on their side and that you support their efforts.
4. Encourage collaboration. Encourage employees and
team members to form smaller teams to a specific
project, task, or goal. Working together on a project is
a great way for people to get to know each other better.
5. Ask questions. This is a great way to get a
conversation going. When you ask questions, the
person youre talking to feels like youre really
interested in what they have to say, which makes your
relationship stronger.

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6. Develop your friendship. Friends do other things

together besides work. Whether its golf, bowling, or
participating in a charity project together, activities
outside of work help cement your friendship and make
it stronger. Spending time with people shows them
that they are important to you.
Building strong intrapersonal relationships within your
team creates a work environment that is more conducive to
working together and getting things done. This increased
productivity affects the companys bottom line and makes
your entire team more valuable to management.

BIBLIOGRAPHY

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SECONDARY SOURCE
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