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The purpose of this paper is to explore why objective setting is often found difficult and consider what to do about it. The paper critically assesses the two main managerial perspectives on objective setting before summarising evidence-based research on what works. Based on this literature review, the paper develops a contingency model of objective setting. It then describes how to use this model in practice.

The paper uses a review of the managerial and evidence-based literature on objective setting to develop a contingency model of objective setting. It describes how this model is operationalised by developing a scale to measure the differences between jobs and the situations they operate in. The model is represented diagramatically. Guidance is given on how to use the model in practice.

Result-centred and process-centred approaches to objective setting are described and critically assessed. Evidence-based research describing the relationship between objective setting and performance is also presented. In general, clear and specific goals that are challenging but realistic have a moderate effect on performance. However, this only holds for straightforward and predictable tasks. When prior knowledge is needed to perform a task or when the task is complex, a general goal, behavioural goal or learning goal is more effective. Parallels between the managerial perspectives and the contrasting situations form the basis of a contingency model of objective setting.

The relevant theory is described and critically examined. This provides useful descriptions of two different ways to go about setting objectives. The conclusions of recent studies and reviews using evidence-based research are described. They establish both what works and when it works. Taken together, these insights provide a foundation on which to develop a contingency model of objective setting.

There is no one right way to set objectives. Different situations require different approaches. It is possible to assess situations and establish the appropriate combination of perspectives. It is then possible to develop an appropriate set of objectives for the situation. Guidance is given on how to use this approach in practice. The overall approach is rooted in theory and evidence-based research.

The application of this model in the workplace can help individuals to perform more effectively. It can also help line managers, learning and development specialists, and human resource professionals to help individuals to perform more effectively. In so doing, the model helps organisations to function more effectively. This has wider implications for the economy and society.

The paper is original in that it brings together both management theory and evidence-based research to develop a contingency model of objective setting. This model as a whole and the method of assessing job characteristics are original.

Investigates the use of advertising in marketing and its effectiveness. Suggests the establishment of objectives by setting a market share goal, determining the percentage of the market to be reached and agreeing the necessary budget. Looks into the difficulties of implementing this practice. Presents a list of advantages, main considerations and general areas of objectives and evaluations for this practice. Concludes that the advertising objective can be evaluated for its degree of achievement.

The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

The purpose of this paper is to empirically investigate commonly recommended practices for formal mentoring programs (FMP). The authors examine how objective-setting, participating in organizational FMP events, and repeat participation in a FMP relates to how mentors and mentees perceive their relationship.

Mentor and mentee participants in an 18-month FMP within a consumer goods organization responded to a survey. Proposed hypotheses, competing hypotheses, and exploratory research questions were tested using regression.

Setting objectives was most important to the mentoring relationship when mentors were unable to attend orientation events. Veteran mentees reported learning more from the relationship when paired with a veteran mentor; novice mentees reported the same when paired with novice mentors.

The findings provide some research evidence supporting practitioner-recommended best practices. The conclusions are limited by the cross-sectional nature of the data collection and the lack of random assignment to FMP events. Future research should consider field experiments, and explore a wider range of events and activities.

The importance of goal setting should be stressed more often in training and orientation for FMPs, and program administrators should consider using repeat participation as a factor in matching.

This is the first study to examine relationship-quality variables and learning in relation to participation in organization-sponsored events and to repeat involvement in a program. It also answers a call in the literature for studies on the characteristics that can enhance the success of formal mentoring efforts.

This article seeks to review how objectives are conventionally designed for organizations before detailing a new and proven approach based on the author's many years of research and consulting experience. The practical situation on which the article aims to focus is strategic planning, a process in which CEOs, middle managers and directors on boards find themselves frequently involved.

The outlined objective‐setting methodology is the result of more than two decades of action research. The author has worked with organizations across all sectors – private, public and not‐for‐profit – to develop meaningful and measurable objectives during the course of designing their strategic plans.

Most organizations flounder when it comes to objective setting. They come up with lists of objectives that are a mixture of quantified and non‐quantified items or restatements of mission, vision and values; they are often vague and general and are assembled as one undifferentiated block, i.e. not segmented according to an organization's key stakeholders. No wonder managers find the conventional process of objective‐setting both frustrating and ineffective. In contrast, the author has found that the approach outlined in this article engages participants and produces clear and measurable outcomes.

Organizations in all sectors – business, government and not‐for‐profit – can benefit greatly by re‐thinking their current practices and changing the way they go about designing their objectives. The approach outlined herein has solved many conceptual and practical problems managers face and led to the design of organization objectives that really shape precise strategies.

The aim of this paper is to identify factors moderating the process of managing environmental objectives and to develop potential behavioural scenarios related to this process.

The main research method used by the authors was a systematic literature review. The applied procedure was consistent with the general methodology of conducting research and the methodology of research in management sciences. The conducted literature review was supplemented with an analysis of grey literature.

A number of factors influence the process of managing environmental objectives. Legal factors can stimulate the introduction of pro-environmental measures. The lack of universal legal regulations encourages unethical actions. The ethical values deserve special attention. If their level is high, then even the factors embedded in the environment that foster unethical behaviours are of little importance. In this sense, the performed literature review confirms the theory proposed by Locke. Managerial factors, including remuneration for the achievement of environmental objectives, may be the reason for weakening the process of minimising the negative impact on the environment.

On the basis of the conducted research and various theories of objectives, the authors formulated practical managerial recommendations aimed at reducing the number of errors in the process of setting environmental objectives.

The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.