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O conceito de objetivos organizacionais

Um dos principais objetivos que uma empresa deve se preocupar em atingir é, certamente, fornecer um produto e/ou serviço que atenda às necessidades de seus clientes. Por exemplo, o objetivo mais básico de um cirurgião cardiovascular é manter a funcionalidade do “coração” de seu paciente. Do mesmo modo, o objetivo mais primário de um engenheiro naval é proporcionar a “flutuabilidade” do barco ou navio de seus clientes. Para um policial, o objetivo mais básico é manter a “ordem” social, garantido o máximo de segurança em sua comunidade. Para o pastor religioso, o objetivo prioritário é “prender a atenção” de seus seguidores através de uma exposição persuasiva que “atinja os corações e mentes” deles.

Note que, até então, estamos falando de “objetivos básicos” que devem ser atingidos, pois para que o “mecanismo conceitual e prático” funcione, coisas “básicas” precisam ser executadas e superadas. Obviamente que os objetivos podem e devem atingir outros tantos “critérios individuais” necessários ao atingimento de resultados “plus” conforme os “critérios básicos” são superados. Daí, entra o conceito de “objetivos estratégicos” que são definidos, de forma partilhada, por algumas questões que se alinham à missão organizacional, de forma a “especificar”, “tornar” a visão mais clara e atingível. Nesse sentido, o grau de alinhamento entre missão, visão e valores é que define o desempenho de uma empresa. E os objetivos organizacionais entram em cena para cumpri-lo da forma mais efetiva possível. Entretanto, quais seriam essas “características” em torno dos objetivos empresariais?

A primeira característica evidente é que os objetivos abrangem “questões lucrativas e não lucrativas”. Ou seja, há diversos interesses individuais entre seus stakeholders que devem ser levadas em consideração, e tais interesses nem sempre estão ligados a fatores lucrativos. A segunda característica identificada é que para que os objetivos sejam alcançados deverão “exigir esforços extras”, ou seja, é fundamental que se estabeleçam “objetivos grandes” que exijam maior esforço para que o “desempenho superior” seja alcançado. Mas isto não significa que tais objetivos devam ser “irrealistas” ou orientados ao “impossível”.

A terceira característica aponta para a variável “tempo”. É fundamental estabelecer prazos para que os objetivos sejam cumpridos e a “medição de indicadores-chave” deve ser prioridade. Sem isto, a definição de objetivos não terá sentido algum. A quarta característica revela que a definição de objetivos “facilita o compromisso com à ação e reduz conflitos”. É exatamente na definição que se estabelece aquilo que é prioritário, específico, viável, ou seja, defini-se os rumos a serem tomados. E com relação às metas, elas não são pétreas: podem e devem sofrer alterações em casos de desvios nos “indicadores-chave”.

A quinta característica relaciona-se com o termo “quantificação”. Ou seja, os objetivos organizacionais devem ser quantificados. Ou melhor, eles precisam ser “gerenciáveis”. E embora alguns termos não possam ser medidos, como ocorre com a “qualidade”, outros termos podem ser utilizados em seu lugar como “reclamações de clientes”, “recalls“, “taxas máximas de defeitos aceitáveis por lotes”, etc. A sexta característica envolve os termos “riscos e incertezas”. O primeiro, totalmente gerenciável. O segundo, pouco gerenciável, porém totalmente necessário para o progresso e para a inovação. E consequentemente, fundamental para o alcance de um desempenho superior.

Diego Felipe Borges de Amorim on Linkedin
Diego Felipe Borges de Amorim
Bacharel em Administração - Faculdade Equipe (FAE - Sapucaia do Sul RS). Especialista em Gestão de Negócios - Universidade Luterana do Brasil (ULBRA - Canoas RS), Consultoria e Planejamento Empresarial pela Universidade Candido Mendes (UCAM). Pós graduando em Planejamento Empresarial e Finanças pela Faculdade Venda Nova do Imigrante (FAVENI). Atualmente é técnico administrativo da Fundação Gaúcha do Trabalho e Ação Social (FGTAS). Colunista da Revista N&C e do portal Administradores.com. Profissional com experiência na iniciativa pública e privada. Acredita no poder das novas tecnologias para o avanço do conhecimento e na ruptura da forma tradicional de aprendizagem. Também acredita no poder das tecnologias livres para maior liberdade, inclusão e progresso humanos e na extrema importância da disseminação do conhecimento através de plataformas de ensino livres.

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