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# N5 Communication: The formulation of aims and objectives (for FET College Students in South Africa)

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This module covers the formulation of aims and objectives as found in the syllabus for N5 Communication (FET Colleges in South Africa).

This module covers the formulation of aims and objectives as found in the syllabus for N5 Communication (FET Colleges in South Africa).

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• 1. Mod 2: Formulations of Aims and Objectives Chapter 2 in textbook (p.29 – 35) Normally question 2 in Exam (15 points) Combination of long and short questions
• 2. 2.1 FORMULATION OF AIMS AND OBJECTIVES See textbook on p. 29 – 2.1 AIM: The term aim (or goal) refers to long-term intentions not defined in specific terms or a specific time frame. 2
• 3. OBJECTIVE: P.29 An objective refers to a specific intention (short-term)to be achieved within a definite time-frame. “In the next semester I will pass N5” 3
• 4. 4
• 5. If I want to determine aims and objectives I need to involve the following aspects: • Establish the purpose of the exercise • Why must I do it? (Lose weight for my wedding) • Implement the process • Do something about your goal. Follow logical steps to do so. See example of this on p.30 (table) 2.2 Aspects of determining aims and objectives ( p.29) 5
• 6. 6
• 7. PROCEDURE • • • • • • • • • • • Identify the problem Formulate the problem Determine possible result Determine time available Note relevant factors Plan of action Time limit Criteria Monitor results Put it in writing Decide on feedback APPLIED EXAMPLE • • • • • • • • • • • I am overweight I am 5kg overweight I will look good at dance Dance in 12 weeks Birthdays? Farewells? 3 Balanced meals, exercise Target weight at 10 weeks 500g a week Weigh every Friday morning Note pad on wall for progress Mother and best friend I want to implement the process … (p.30 – table) 7
• 8. Must be • Valid (worthwhile and relevant). They must be: • Interesting and challenging • Consistent with and conducive to one’s personal values • Consistent with and conducive to the policies and procedure of the organisation of which one is a member • Feasible (realistic and achievable) • Can only be determined once they have been formulated. See example on p.31 2.3 Evaluate aims and objectives (p.30) 8
• 9. Can only be determined once they have been formulated specifically • I want to lose some weight (vague, generalised, an aim rather than an objective • I want to lose 10kg in 2 weeks (unrealistic, unfeasible) • I want to lose 10kg in 15 weeks (realistic, feasible and achievable) Feasibility of aims? 9
• 10. 2.3.1 Guidelines for evaluating aims and objectives (p.31 – 2.3.1) 10
• 11. • • • • Specific: clearly formulated in terms of the desired result Measurable: in terms of quantity and/or quality Attainable: realistic and achievable Relevant: worthwhile and in best interest of the individual as well as the organisation of which he/she is a member • Traceable (tangible/time-frame): whether it allows progress to be monitored in terms of realistic or valuable feedback. See applied example on page 31 SMART OBJECTIVE 11
• 12. 12
• 13. How is success measured? Is it linked to time? • Why is time important? (2.4.1) • “Time is money” in the world of business • Time spent unnecessarily on one project, is time wasted, could be used on another project • Doing it at the right times also saves – or even makes – money • It is more sensible to clean out your desk on a Friday than on a busy day when you have urgent matters that need attention. 2.4 Time Management (p.32) 13
• 14. • Evaluation of time spent (2.4.2) Categorise it into: • Those activities really necessary vs. those that should be excluded • Those completed within a realistic period of time vs those on which time was wasted • Those performed at the appropriate time vs. those that should have been done at another time • Those that could have been done equally well by someone else. • Planning time (2.4.3) Rate each task in terms of: • Importance • Most suitable time for performing it Time management (p.33) 14
• 15. • Diaries (daily, weekly, monthly planning) • Week and year planners • Wall charts and desk pads • Delegation • Assigning task to sub-ordinates – why would you do that? • Self-control Time Control Techniques (p.34 – 2.4.3.1) 15
• 16. • Prioritise goals • Identify and dispose of time-wasters • Telephone calls, pop-ins, procrastination paper organisation, daily planning, distractions caused by colleagues • Employ time utilisation techniques (see p.34) • Set a time schedule • Evaluate your time spent Guidelines for better time utilisation – 2.4.3.2 (p.35) 16
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