词条 | Management by objectives |
释义 |
According to George S. Odiorne{{citation needed|date=March 2017}}, the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify common goals, define each individual's major areas of responsibility in terms of the results expected of him or her, and use these measures as guides for operating the unit and assessing the contribution of each of its members. HistoryPeter Drucker first used the term "management by objectives" in his 1954 book The Practice of Management.[1] While the basic ideas of MBO were not original to Drucker, they pulled from other management practices to create a complete “system”.[4] The idea draws on the many ideas presented in Mary Parker Follett's 1926 essay, "The Giving of Orders". After the term and idea were brought up, Drucker's student, George Odiorne, continued to develop the idea in his book Management Decisions by Objectives, published in the mid-1960s.[6][5] MBO was popularized by companies like Hewlett-Packard, who claimed it led to their success.[6][6] Concept and frameworkManagement by objectives at its core is the process of employers/supervisors attempting to manage their subordinates by introducing a set of specific goals that both the employee and the company strive to achieve in the near future, and working to meet those goals accordingly.[1] Five steps:
Features and advantagesThe principle of MBO is for employees to have a clear understanding of their roles and the responsibilities expected of them, so they can understand how their activities relate to the achievement of the organization's goals. MBO also places importance on fulfilling the personal goals of each employee. Proponents argue that benefits of MBO include:
Application in practiceThere are endless ways to exercise management by objectives. One must simply find specific goals to aim for in an organization or business. Many noteworthy companies have used MBO. The management at the computer company Hewlett-Packard (HP), has said that it considers the policy a huge component of its success. Many other corporations praise the effectiveness of MBO, including Xerox, DuPont, Intel,[7] and countless others.[8] Companies that use MBO often report greater sales rates and productiveness within the organization. Objectives can be set in all domains of activities, such as production, marketing, services, sales, R&D, human resources, finance, and information systems. Some objectives are collective, and some can be goals for each individual worker. Both make the task at hand seem attainable and enable the workers to visualize what needs to be done and how. In the MBO paradigm, managers determine the mission and the strategic goals of the enterprise. The goals set by top-level managers are based on an analysis of what can and should be accomplished by the organization within a specific period of time. The functions of these managers can be centralised by appointing a project manager who can monitor and control activities of the various departments.[9] If this cannot be done or is not desirable, each manager's contributions to the organizational goal should be clearly spelled out.[10] In many large Japanese corporations, beginning in the late 1990s MBO was used as the basis of "the performance-based merit system” (seika-shugi) which used clear numerical targets to measure performance in contrast to the previous system of non-specific contracts in Japanese companies.[11] Objectives need quantifying and monitoring. Reliable management information systems are needed to establish relevant objectives and monitor their "reach ratio" in an objective way.[12] Pay incentives (bonuses) are often linked to results in reaching the objectives. The mnemonic S.M.A.R.T. is associated with the process of setting objectives in this paradigm. "SMART" objectives are:
The aphorism "what gets measured gets done", is aligned with the MBO philosophy. Arguments againstMBO has its detractors and attention notably among them W. Edwards Deming, who argued that a lack of understanding of systems commonly results in the misapplication of objectives.[14] Additionally, Deming stated that setting production targets will encourage workers to meet those targets through whatever means necessary, which usually results in poor quality.[15] Point 7 of Deming's key principles encourages managers to abandon objectives in favour of leadership because he felt that a leader with an understanding of systems was more likely to guide workers to an appropriate solution than the incentive of an objective. Deming also pointed out that Drucker warned managers that a systemic view was required[16] and felt that Drucker's warning went largely unheeded by the practitioners of MBO. There are several limitations to the assumptive base underlying the impact of managing by objectives,{{citation needed|date=November 2012}} including:
That context includes everything from the availability and quality of resources, to relative buy-in by leadership and stake-holders. As an example of the influence of management buy-in as a contextual influencer, in a 1991 comprehensive review of thirty years of research on the impact of Management by Objectives, Robert Rodgers and John Hunter concluded that companies whose CEOs demonstrated high commitment to MBO showed, on average, a 56% gain in productivity. Companies with CEOs who showed low commitment only saw a 6% gain in productivity.{{citation needed|date=November 2012}} When this approach is not properly set, agreed and managed by organizations, self-centered employees might be prone to distort results, falsely representing achievement of targets that were set in a short-term, narrow fashion. In this case, managing by objectives would be counterproductive. Recent researchManagement by Objectives is still practiced today, with a focus on planning and development aiding various organizations.[17] The most recent research focuses on specific industries, specifying the practice of MBO for each.[18][19] In addition, following criticism of the original MBO approach, a new formula was introduced in 2016, aiming at revitalizing it, that is the OPTIMAL MBO, which stands for its components, namely: (O) Objectives, Outside-in; (P) Profitability (budget) related goals; (T) Target Setting; (I) Incentives & Influence; (M) Measurement; (A) Agreement, Accountability, Appraisal, Appreciation; and (L) Leadership Support.[20] While the practice is used today, it may go by different names – the letters "MBO" have lost their formality, and future planning is a more standard practice.[21] See also
References1. ^1 2 Drucker, P., The Practice of Management, Harper, New York, 1954; Heinemann, London, 1955; revised edn, Butterworth-Heinemann, 2007 {{Peter Drucker}}{{Authority control}}{{DEFAULTSORT:Management By Objectives}}Administración por Objetivos2. ^{{cite journal|title=Management by objectives and corporate social responsibility disclosure: First results from Italy|first1=Chiara|last1=Mio|first2=Andrea|last2=Venturelli|first3=Rossella|last3=Leopizzi|date=4 March 2015|journal=Acc Auditing Accountability J|volume=28|issue=3|pages=325–364|doi=10.1108/AAAJ-09-2013-1480}} 3. ^{{Cite web |url=http://home.snu.edu/~jsmith/library/body/v20.pdf |title=MANAGEMENT BY OBJECTIVES |last=Thomson |first=Thomas M. }} 4. ^{{Cite journal|last=LaFollette|first=William R.|last2=Fleming|first2=Richard J.|date=1977-08-01|title=The Historical Antecedents of Management by Objectives|url=http://proceedings.aom.org/content/1977/1/2.2|journal=Academy of Management Proceedings|language=en|volume=1977|issue=1|pages=2–5|doi=10.5465/AMBPP.1977.4976584|issn=0065-0668}} 5. ^{{Cite news|url=https://www.nytimes.com/1992/01/23/obituaries/george-s-odiorne-is-dead-at-71-developed-theory-of-management.html|title=George S. Odiorne Is Dead at 71; Developed Theory of Management|last=Lambert|first=Bruce|date=1992-01-23|newspaper=The New York Times|issn=0362-4331|access-date=2016-04-27}} 6. ^Hindle, Tim. Guide to Management Ideas and Gurus. New York: Bloomberg Press, 2008. Print 7. ^{{cite web|url=https://gtmhub.com/blog/2016/09/14/masterclass-in-mission-statement-from-gordon-moore-co-founder-intel-corporation/|title=Masterclass on Mission Statement from Gordon Moore, co-founder, Intel Corporation > Gtmhub team blog|publisher=}} 8. ^{{cite web|url=http://smallbusiness.chron.com/examples-managerial-objectives-23790.html|title=Examples of Managerial Objectives|publisher=}} 9. ^{{cite web|url=http://rituinc.com/the-concept-of-management-by-objectives/|title=The Concept Of Management By Objectives|publisher=}} 10. ^{{cite web|url=https://www.researchgate.net/publication/282450672|title=Multi-objective Optimization Tool for Integrated Groundwater Management (PDF Download Available)|publisher=}} 11. ^{{Cite journal |last=Gagne |first=Nana Okura |date=2017-10-06|title="Correcting Capitalism": Changing Metrics and Meanings of Work among Japanese Employees |url=https://doi.org/10.1080/00472336.2017.1381984 |volume=48 |issue=1 |pages=67–87 |doi=10.1080/00472336.2017.1381984}} 12. ^{{cite journal|url=http://ycxb.tobacco.org.cn/EN/abstract/abstract863.shtml|title=基于动态平均数的烟草企业目标管理|journal=中国烟草学报|volume=21|issue=3|doi=10.16472/j.chinatobacco.2014.457}} 13. ^S.M.A.R.T. Goals" November 1981 issue of American Management Association Review by Ph.D. George T. Doran 14. ^Deming, W. Edwards, Out of the Crisis, The MIT Press, 1994, {{ISBN|0-262-54116-5}} 15. ^Deming’s 14 Points and Quality Project Leadership J. Alex Sherrer, March 3, 2010 16. ^Drucker, Peter, "Management Tasks, Responsibilities, Practices", Harper & Row, 1973 17. ^{{Cite journal|last=Raj|first=Ritu|date=12 October 2012|title=The Concept of Management by Objectives|url=http://rituinc.com/the-concept-of-management-by-objectives/|journal=Ritu, Inc.|doi=|pmid=|access-date=}} 18. ^Xihuai, L. (2014). On Application of MBO in College. 19. ^Nouiri, Issam. "Objective optimization tool for integrated groundwater management." Water Resource Management. November 2015. vol. 29 issue 14. 20. ^{{Cite web|url=https://www.researchgate.net/publication/319670872|title=The OPTIMAL MBO|last=Gotteiner|first=Sharon|date=2016|website=|publisher=European Accounting and Management Review Vol. 2, Issue 2, pp. 42-56|access-date=}} 21. ^1 2 {{Cite news|url=http://www.economist.com/node/14299761|title=Management by objectives|newspaper=The Economist|issn=0013-0613|access-date=2016-04-27}} 1 : Management by type |
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