management by objective by rohit
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MANAGEMENT ByOBJECTIVE
Presentation By:
Rohit Kushwaha
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The term "management by objectives" was first popularized by Peter Drucker in his 1954 book 'The Practice of Management. The term
MBO was coined by Peter Drucker in 1954.
Management By Objective (MBO)
DRUCKER
Peter
“MBO is a comprehensive managerial system that integrates many key managerial activities in a systematic manner, consciously directed towards the effective achievement of organizational objectives.”
Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.
Business, that's easily defined - it's other people's money.
Heinz n Koontz define MBO as “ a systematic manner and that is consciously directed towards the effective and efficient achievement of organizational and individual objectives.”
HAROLD KOONTZ
MANAGEMENT A G l o b a l P e r s p e c t i v e
Appraise Performance
•Corporate Strategic goals
•Departmental goals
•Individual goals
STEP 1: SET GOALS
STEP 4: APPRAISE OVERALL
PERFORMANCE
Action Plans
Review Progress & Take
Corrective Action
STEP 2: DEVELOP PLANS
STEP 3: REVIEW PROGRESS
Need For MBO
1. Cascading of organizational goals and
objectives
2. Specific objectives for each team member
3. Participative decision making
4. Explicit time period
5. Performance evaluation & feedback
PRINCIPLES of MBOM
anagem
ent
By
Obje
ctiv
e
Setting the ObjectiveO
BJE
CTIV
E S
ET
TIN
G
SpecificMeasurable
WORK Achievable Result Oriented Time Related
SUCCESS
HAVE
MBO Strategy : Three Basic PartsS
trate
gy o
f M
BO
All individuals within an organization are assigned a special set
of objectives that they try to reach during a normal operating
period. These objectives are mutually set and agreed upon by
individuals and their managers.
Performance reviews are conducted periodically to determine
how close individuals are to attaining their objectives.
Rewards are given to individuals on the basis of how close they
come to reaching their goals.
Guidelines for writing objectivesG
uid
eli
ne
s 1. Commitment to action
2. Specify a single key result
3. Specify a target date
4. Should be measureable and verifiable
5. Individual objectives related to higher objective of organization
6. Understandable
7. Should be consistent with organizational resources
8. Should be mutually acceptable by both supervisor and
subordinates.
Develop overall organizational
objectives
Establish specific goals for various
departments, subunits and individuals
Formulate action plan by identifying
problem areas
Implement and maintain self
control
Conduct periodic review
of the plans
Appraise performance of the employees
feedback
Steps in the MBO process
Advantages of MBO
1. Improves employee motivation
2. Improves communication in the organisation
3. Flags up and highlights training needs required to achieve objectives
4. Improves overall performance and efficiency
5. Attainment of goals can lead to the satisfaction of Maslow’s higher
order needs
BENEFITS
MBOof
Better Managing
Mbo helps managers to allocate organizational
resources and plan activities effectively
Mbo identifies the key result areas where organizational efforts are needed. A
clear definition of the objectives in the key result areas helps in relate the
organization with its environment organizational objectives are always influenced
by the external environment organizational functions.
Clarity in Organizational Action
Encouragement of Personal Environment
The biggest advantage of mbo is that it encourages personal commitment
to goals by employees. The mbo programs gives employees the
responsibility of setting their own objectives.
Personal Satisfaction
MBO brings about personal satisfaction by allowing employees
to participate in setting their objectives and by appraising their
performance in a rational manner.
Other Benefits
Bases for organizational change
Development of effective control
1. May demotivate staff if targets are too high and unrealistic, also if imposed rather than agreed
2. Requires the cooperation of all employees to succeed
3. Can be bureaucratic and time consuming (meetings, feedback)
4. Can encourage short-term rather a more focused long-term growth
5. Objectives may go out of date and can restrict staff initiative and creativity
6. Setting targets for certain specialised employees may be difficult
DISADVANTAGES OF MBO
SOURCES of MBO FAILURES
1. Lack of top management commitment and follow through
on MBO.
2. Employees’ negative beliefs about management’s sincerity
in its efforts to include them in the decision-making process.