CJA1

and informal communication to employees. According to Hecht (1980), objectives should �lter all the way to the bottom of the agency, with each unit or department es‐ tablishing and working on its own unit goals while keep‐ ing the larger organizational strategic goals in mind (p. 91). Employees may also have personal goals set for themselves. It is hoped that the personal goals do not con�ict with the organizational goals. If this occurs, the employee may be unsuccessful within the agency, or the agency’s accomplishment of larger organizational and unit goals may be blocked. The administration at that point must step in and restate the organizational strate‐ gic goals or retrain or terminate the employee.

The strategic goals will have “two features: a description of an intended future state and action towards achieving that future state” (Day & Tosey, 2011, p. 517). The struc‐ ture and culture of the organization are reiterated in the strategic goals. Likewise, the strategic goals of an agency provide employees the opportunity to align themselves and their personal goals with the agency’s stated goals. Citizens in the community can determine whether an agency is accomplishing the mission by assessing the statements made in the strategic goals and the outputs delivered by the department. Doran (1981) and Locke and Latham (2002) claim that the more speci�c, measur‐ able, achievable, realistic, and time-speci�c (SMART) the agency’s goals are, the easier it is for others to determine

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