Translating vague goals into specific goals

An external analysis of an organization through rational, natural, or open-systems lenses provides a myopic view of how goal functions can dynamically interact inside an organization. Simon’s (1997) Theory of Administrative Behavior offers a framework for understanding how the vague goals established by leaders translate into increasingly specific goals and actions as they filter down the organizational hierarchy and how the goal attainment behaviors of individual employees support the collective action that supports vague organizational goals (Scott & Davis, 2007).

Simon established a goals hierarchy in which vague goals set at the top of the organization become increasingly more specific as they filter to the organization’s bottom. The more specific the goal, the more it defines the behavior of the person responsible for achieving the goal. As Simon explained, “through the hierarchical structure of ends, behavior attains integration and consistency,” which influences the behavior members’ goal behavior toward achieving the organization’s ends (p. 74).

Founder goals

Considering Simon’s goals hierarchy against the functions of goals identified by Scott and Davis (2007) shows that the founders may use symbolic goals to justify the existence of the organization. The founders typically establish symbolic goals that set the identity, values, and purpose of the organization. These symbolic goals are enshrined in the organizational vision statement (Collins & Lazier, 1995).

Executive goals

Executive-level management might stress the motivational function of goals to align organizational members with the organization's vision (Scott & Davis, 2007). Executives may communicate the strategic level goals that define the opportunities the organization will pursue (Collins & Lazier, 1995).

Manager goals

From the operational management level, middle management may emphasize the cognitive aspects of goals. They figure out how to translate high-level aspirations into more specific goals that organizational functions will achieve to fulfill their part of the strategic plan (Scott & Davis, 2007).

Line manager goals

At the tactical level of the organization, front-line managers may break the functional goals into specific goals that guide the daily behaviors of the workers (Bateman & Snell, 2014).

Employee goals

At the bottom of the organizational hierarchy, workers are most likely to apply the justification function of goals to supply an accounting of what they did. Members throughout the organization evaluate goals to measure individual and group performance (Scott & Davis, 2007).