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Essay / Research Paper Abstract
A 5 page paper. Management by Objectives (MBO) was introduced in 1954 by Peter Drucker. This essay explains the principles of MBO, advantages and disadvantages and the importance of writing specific objectives for the process to work. Bibliography lists 7 sources.
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5 pages (~225 words per page)
File: MM12_PGmbox.rtf
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allows management to focus on achievable goals and to attain the best possible results from available resources" (Kotelnikov, 2004). Drucker said that setting objectives and measuring their results would result
in improved performance for the organization (Bacal, 2005). The underlying principle is that by using objectives, everyone understand the organizations objectives and their own role in achieving those objectives (Kotelnikov,
2004). Objectives provide focus for employees; they know what is expected (Kotelnikov, 2004). Furthermore, when objectives are the focus, everyone is accountable for their performance and progress towards those objectives.
Using MBO, appraisals focus on results (North, 2004). MBO offered a more scientific way in which to appraise employee performance, moving away from traits and characteristics. Objectives are devised
in a collaborative setting with supervisor and employee (Blackwell, 2003). Both the supervisor and the subordinate must agree to the performance objectives (Allen, 1998). This gives the employee the opportunity
to make decisions about their own behaviors, their own goals and objectives (Kotelnikov, 2004). At the same time, it does not take power away from managers because both parties must
agree to the objective (Kotelnikov, 2004). Managers can still influence, through discussion, the areas of performance the employee works on (Kotelnikov, 2004). The supervisor and subordinate meet periodically throughout the
year to assess progress towards the objectives (Allen, 1998). This provides an opportunity to adjust or modify the objective (Allen, 1998). The process begins with the manager reviewing the goals
for the organization or, more likely, for the department (Allen, 1998). From that point, objectives that would work towards the goals are determined (Allen, 1998). Kotelnikov (2004) pointed out "MBO
creates a link between top managements strategic thinking and the strategys implementation lower down. Responsibility for objectives is passed from the organization to its individual members." There are advantages and
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