Goals – a Specific Goal
1.GOALS :A specific goal can make the organization clear and definite goals, and can correct the actual performance and opportunity ，and maximisation of profits for the owners.OBJECTIVE:Objective are more specific than goals, and specific ways to achieve goals are identified.objective have five rules eg:SMART-Specific,Measurable,Attainable,Realistic,Time-specificPOLICIES:These provide a framework of rules or guidance within which management and staff can make decisions.POLICIES:These provide a framework of rules or guidance within which management and staff can make decisions.EG:Goals:3-star Michelin award  5-star AA award  high quality customer care  Objective:increase 1.the number of business clients in the hotel2.The number one choice for many blue-chip companies sending staff to GlasgowPOLICIES:1.supporting local business 2.close links with the local college who ran hospitality courses.3.craig ran the restaurant under very strict guidelinesRelationship: every policy contributes to the achievement of the goals, also each goal is to promote the achievement of the goals.2.formal organization have a purpose and defined reporting structure meanwhile formal rules may exist and the organisation will be controlled such as Shangri-la HotelInformal organization don’t have purpose but will meet social needs of members also no formal structure meanwhile no formal rules influencing behaviours and no formal control. Such as get-togethers3.Open system theory is the theory formed on the basis of the system theory. The main representatives are miller and Parsons. Millers theory focuses on expounding the theoretical framework of various decisions through the process of ” input “,” transformation ” and” output “. Parsons theory suggests that any organization is a subsystem of the social system, and there are many different systems within the organization.It refers to a system that interacts with the external environment. An organization with an open system characteristic that is a dynamic rather than a static organization that can operate itself, regulate itself, and thus determine the principle of operation according to the change of the external environment
Internal: 1.In case, Shangri-la hotel is a 3-star Michelin hotel, it is first 5-starAA in Glasgow. 2.Employees have complain about Craig·external :1.Shangri-la cooperation with Gordon. Gordon has the freshest meat,vegetables and fruit. 2.Three main large companies of Shangri-la hotel into closure.  4.Stakeholder refers to the group or individual who has an interest relationship with the enterprise production and operation behavior and consequences. For the enterprise, its stakeholders can generally be divided into three categories: the capital market stakeholders ( the main supplier of shareholders and corporate capital ), the product market stakeholders ( the companys main customers, suppliers, local associations and trade unions ), and the stakeholders in the organization ( all company employees, including managers and general employees ). Each stakeholder group hopes that organizations can give them priority in the formulation of strategic decisions, in order to achieve their objectives, but the relevant interests of these stakeholders and the focus of concern there are big differences, and often conflicting. Companies have to make a trade-off based on the degree of reliance on stakeholders, giving priority to a particular category of stakeholders. The governance model of ” shareholder priority” is generated
In the context of organizational management, the establishment of specific goals is critical. These goals provide a clear direction for the organization, allowing it to correct actual performance and seize opportunities. They are also instrumental in maximizing profits for the owners. However, goals alone are not sufficient. They must be complemented by objectives, which are more specific and provide clear strategies to achieve the set goals. One popular framework for crafting objectives is the SMART criteria – Specific, Measurable, Attainable, Realistic, Time-specific. This approach ensures that objectives are clear, quantifiable, achievable, relevant, and time-bound. Policies also play a significant role in organizational management. They provide a framework of rules or guidance within which management and staff can make decisions. For instance, a restaurant aiming for a 3-star Michelin award or a 5-star AA award may have policies that emphasize high-quality customer care, supporting local businesses, and adherence to strict hospitality guidelines. The relationship between goals, objectives, and policies is symbiotic. Each policy contributes to the achievement of the goals, and each goal, in turn, promotes the achievement of the objectives. Organizations can be formal or informal. Formal organizations have a purpose and defined reporting structure, with formal rules in place, like the Shangri-la Hotel. On the other hand, informal organizations meet the social needs of members and lack a formal structure, rules, or control. The Open System Theory, represented by theorists like Miller and Parsons, suggests organizations as dynamic entities interacting with the external environment. For instance, the Shangri-la Hotel, a 3-star Michelin hotel and the first 5-star AA in Glasgow, interacts with its external environment by partnering with suppliers like Gordon for fresh produce. Stakeholders, groups or individuals who have an interest relationship with the enterprise production and operation behavior and consequences, also play a crucial role in organizational management. Stakeholders can be divided into three categories: capital market stakeholders, product market stakeholders, and organizational stakeholders. Each group has different interests and concerns, often conflicting, requiring the organization to make a trade-off based on the degree of reliance on each stakeholder group.