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Goal Consensus, Subordinates’ Prior Performances, and Supervisors’ Resource Allocation Preferences

the time of the study, the company had 474 branch offices in Taiwan and was expanding its
overseas operations in China and Japan.
As the largest realty company in Taiwan, the research site is focused on maintaining
its competitive advantage, reputation, profits and a leadership position in Taiwan. To

implement its vision and strategy, the company ask top executives, mid-level managers,
and representatives of frontline sales personnel to list goals and a vision that can help the
company maintain its advantages and leadership position in the realty industry.

Based on the survey results and discussions, the company selects the following four
equally-important goals as its business directions and strategies: 1) expanding market
share and improving financial performance, 2) customer-focused quality management, 3)
team management, and 4) implementation of ideology. Detailed descriptions of these four
goals are presented in Table 1.

Table 1 Four Goals
Goals Statement

Expanding (1) Growth rate of the number of house deals in each branch office
market share (2) Growth rate of the number of entrusted houses in each branch office
and improving (3) Growth rate of the sales revenues of each branch office
financial (4) Break-even point of each branch office
performance (5) Cost control of each branch office

Customer- (1) Rate of customer satisfaction in each branch office
focused quality (2) Protection of customers’ rights
management (3) Management of the construction and maintenance of customer
relationships

Team (1) Talent management in each branch office
management (2) Turnover rate in each branch office
(3) Ambience of coordination, team member support, and
communication between team members in each branch office

Implementation (1) Identifies the company ideology
of company (2) Understands the importance of ethics or does what is right
ideology

The company’s top management communicates these four goals to regional managers
and gives them the freedom to determine their priorities in response to changes in the
market. Regional managers communicate their goal priorities to branch managers at

monthly meetings; however, branch managers may adjust their priorities according to the

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