In rational goal model, an organization sets goals that it is capable of achieving. By this, it means that an organization sets the targets to be achieved and then puts in place the resources that are necessary for the achievement of the targets. Goals that are beyond the ability of the organization are avoided. In the implementation process, the outcomes of the plans are compared with what was targeted.
Assertiveness is an important character of any leader. This is the confidence demonstrated by the managers in their activities. The managers who communicate with confidence about the goals of a company are more likely to impart confidence to the employees making them work harder. When a manager behaves in a way that shows confidence and assurance in whatever he/she is doing, the workers become motivated with the hope that the set goals will be achieved (Belasen, 98).
Decisiveness is another element that is important for every leader. This is the ability to maintain the decision that was set previously. The confidence that the decisions that were set will be achieved ensures that the employees are not demoralized. When an individual is decisive, the uncertainty is eliminated and it is possible for the leaders to predict the outcomes of the decisions made.
The three factors above are very important in the achievement of the organizational goals. When the goals set are achievable, the workers have the motivation to work hard and achieve them. On the other hand, when the goals set are not realistic and are difficult to achieve, the workers develop the mentality that the goals cannot be achieved and will relax. This will lead to failure in the achievement of the organizational goals. The managers who demonstrate assertiveness and decisiveness in their goals are likely to motivate the employees also.
The workers will view the managers as very committed towards the achievement of the goals. Such managers are able to transfer the hope they have about the set goals to the workers who put efforts to achieve the set goals. Any indication that the goals might be altered will make the workers relax hence demoralizing the employees (Belasen, 96). As a result, the achievement of the set gaosl becomes very difficult.
The managers are able to achieve above average returns by creating an environment that helps the workers to work effectively. A conducive environment motivates the workers leading to the achievement of the organizational objectives. The managers cannot achieve the set objectives alone. Therefore, the managers should behave in a manner that motivates the workers in the working environment. This will play a big role in the achievement of the organizational goals.
Satisfied employees will be committed to the activities of the organization hence leading to good performance of the organization. Intrinsic rewards and extrinsic reward play a big role in the good performance of the organization. When the workers like the job they are doing, they are said to be intrinsically motivated. They do not do the job assigned to them just because they are needed to do so but because they enjoy doing the work (Belasen, 153). These rewards can be achieved by assigning employees the jobs they like most. These rewards lead to quality work that helps the organization achieve the set objectives.
Extrinsic rewards involve material rewards such as cash and praise. These rewards are important in that they help satisfy the need of the employees. Satisfied employees are committed to their work since they will not need their own time to satisfy their other needs. These rewards help individuals to develop personally which is important for the individuals (Quinn, 78). As a way of thanking the organization, the workers work hard to achieve the set objectives of the organization. In conclusion, the success of any organization requires good leadership skills that involve both the workers and the employees. The co operation of the two plays a role in the achievement of the organizational goals.
Work cited.
Belasen, Alan T. Leading the Learning Organization: Communication and Competencies for Managing Change. Albany: State University of New York Press, 2000.
Quinn, Robert E., et al. Becoming a Master Manager: A Competing Values Approach. New Jersey: John Wiley and Sons, 2011.
