Management By Objectives MBO Commerce Essay

Published: 2020-05-21 10:56:04
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Harmonizing to George Odiome, MBO is a procedure whereby superior and low-level directors of an Organization jointly define its common ends, specify each person ‘s major countries of duty in footings of consequences expected of him and utilize these steps as ushers for runing the unit and measuring the part of each of its members. ”
Management by aims was foremost popularized by Peter Drucker in 1954 book ‘The Practice of Management ‘ . Drucker drafted MBOs as an attack to acquire the direction and employees to jointly put ends to accomplish known as aims. The chief intent for puting aims was to give both the directors and employees a clear apprehension of what they were expected to make in the organisation in order to accomplish the aims set. The aims were set during certain clip periods which at the terminal of the period two appraising public presentations are carried out to find the extent to which the set aims had been achieved. An illustration of an nonsubjective includes achieving a gross revenues or net income mark by the terminal of a fiscal twelvemonth.
In the modern universe of concern where deriving competitory over rivals has became one of the chief ends by organisation, Management by Objective has become one of the most widely accepted doctrine of direction as stated by Gaurav Akrani 2010. One of the factors that has made MBO the most acceptable direction attack is its demanding and honoring manners of direction. MBO farther received acknowledgment when it becomes an built-in portion of The HP manner ” . Hewlett-Packard incorporated this direction technique at every degree within the company ; directors had to develop aims and incorporate them with those of other troughs and of the company as a whole. ( The Economist, 2009 ) This attack focuses attending on the accomplishment of aims through engagement of the concerned parties. For illustration trough edifice strong squad spirit as MBO is chiefly based on the premise that people achieve more when they know what is expected of them and can associate their personal ends to organisational aims. Other characteristics of MBO include good low-level engagement, joint end scene, support and encouragement from top degree director to subsidiaries.
MBO is a democratic manner of direction attack where every subsidiary is involved and encouraged to take part towards accomplishing organisational aims. MBO is an attack to be aftering that aims to get the better of barriers that might halt an organisation from accomplishing its aims. It involves the puting up of ends by directors and their subsidiary working together by stipulating duties and delegating authorization for accomplishing the ends. The concluding measure involves changeless monitoring of public presentation so as to originate uninterrupted betterment.
Features of Management of Aims
The followers are the outstanding features of MBO
All activities are end oriented. The first of import characteristic of the MBO is that under it all the activities happen to be goal-oriented ( Dr.R.Singla 2010-11 ) . This means that MBO concentrates on the finding of unit and single ends in with organisational ends. These ends set province duties of different parts of the organisation and aid to organize the organisation with its parts and its environment.
Integration among Organizational, Departmental and Aims: the footing of the MBO is puting of Aims jointly by the supervisors and subsidiaries and their effectual realisation ( Dr.R.Singla 2010-11 )
With the MBO attack the aims are decide in the undermentioned order
Figure 1
Organizational Aims
Department Aims
Personal Aims
The above figure shows that first of all the aims of the organisation are set. Then the departmental aims are decided which must be in line with the aim of the organisation. The 3rd sub measure is personal aims which involves single aims being determined foremost before departmental aims can be achieved. To sum it up this procedure is followed to minimise clangs or resistances at any degree sing the determined aims.
MBO positions organisation as Dynamic Entity: this characteristic considers the organisation as a dynamic entity. This means that every organisation is affected by assorted external and internal factors therefore the organisation is considered to be a dynamic unit. The dynamic nature affects the aims which as a consequence make it possible that the aims set today may non be realized. In such an event the organisation might be forced act fleetly to alter its aims
MBO is a Participative Attempt: the MBO procedure is characterized by high degree of engagement of the concerned people in end scene and public presentation assessment ” ( Kuldeep 2010 ) . Increased engagement provides the chance to act upon determinations and do clear occupation relationship with directors and their subsidiaries.
MBO Matches the Objectives and Resources: The aims set when the MBO attack is adopted by organisation are based on the resources available so as to avoid holding uncomplete undertakings or activities because of the deficiency of resources. Dr.R.Singla. ( 2010-11 ) .
MBO is a Doctrine and non a Technique: MBO is non a technique of direction but it ‘s a doctrine, because a technique can merely be applied or used in a one section and its effects will merely be felt on the peculiar section. For illustration an stock list technique can merely be used in relation to stock control and it can non be used in another section like HRM.
MBO gives more accent to Review and Performance Appraisal: regular assessment of the work public presentation of employees form one the of import features of MBO. This Doctrine helps detect whether all the employees are executing at the expected degree and besides place if there is any hindrances in their work public presentation.
MBO provides more freedom to Subordinates: with MBO Philosophy the subsidiaries are non merely associated with the undertaking of coming up with the aims but they besides get complete freedom in the public presentation of their work. This doctrine gives them the right to do determinations related to their appellation and as a consequence this increases their importance which improves their involvement and occupation satisfaction.
MBO gives more accent to consequences and non to work: with the MBO doctrine more focal point is given to consequences. The subsidiaries have the freedom to take which technique to follow to accomplish the concluding consequence. This means that the subsidiaries are expected to give the best possible consequences irrespective of the technique used.
Stairss in Management by Objectives Planning
Peter Drucker identified fives stairss for MBO as shown in figure 1
hypertext transfer protocol: //www.mindtools.com/media/MBO.jpg
Beginning ( hypertext transfer protocol: //www.mindtools.com )
The five stairss explained
Set of organisational Aims: this is the first measure which involves scene of the organisational aims. Objective scene begins with the conducting of an internal and external analysis to find the degree of efficiency, menaces and chances.
Cascading Objective Down to Employees: This 2nd stages involves communication of the set ends and aims from the top degree direction to subsidiaries till they reach everyone. Drucker used the SMART acronym to do as a tool to do the brand MBO nonsubjective puting more effectual so as to put ends that were come-at-able and to which workers felt accountable to
For illustration the laminitis of Microsoft corporation Bill Gates adopted a MBO attack to maintain every employee informed the about the company ‘s aims by following the guidelines below
Eliminate political relations, by giving everybody the same message.
Keep a level organisation in which all issues are discussed openly.
Insist on clear and direct communicating
Prevent viing Missions or aims
Eliminate competition between different parts of the organisation
Empower squads to make their ain things
Beginning ( www.1000advices.com )
Promote Engagement in Goal Setting: measure three purposes to acquire everyone to understand how their personal ends fit in with the aim of the organisation. This is done when ends and aims at all degrees are shared and discussed so as to acquire everyone understand how things are conducted and so put their ain ends that are in line with the organisation aims.
Proctor: this phase involves developing actions programs after puting aims, it is of import to set up a proper monitoring system which keeps path of the advancement made towards accomplishing the set ends, the monitoring system helps the organisation place divergences or barriers that could decelerate down the organisation from accomplishing its ends. If any barriers are identified so the disciplinary actions are taken to put the organisation on the right class
Evaluate and Reward Performance. This last measure involves honoring the coveted public presentation. MBO ‘s chief focal point is to better public presentation at all degrees so as to accomplish higher efficiency. In order to guarantee this go on a good rating system has to be put in topographic point to measure employee ‘s public presentation and in bend motivate employees as they strive to accomplish the set aims.
Advantages of Management by Aims
Over the old ages since Peter Drucker popularized this doctrine it has become one of the widely adopted by organisations because of the assorted advantages
One of the advantages of MBO is that it improves resource and activity direction ( Rahman 2009 ) . This leads to better use of available of resources and this can be good to the organisation in many ways. One is the addition in efficiency which reduces wastage and improves productiveness which as a consequence would take to increased net incomes for the organisation.
The 2nd advantage is that MBO keeps every employee informed. Since all the employees in the organisations are encouraged to take part in puting the aims, all of them know their duties. This guides employees to work better as their duties are clearly outlined and cut down the possibility of them traveling off path
The 3rd advantage is that MBO improves employee ‘s motive. Involving all employees in determination doing make employees experience valued by the organisation and due to this employee committedness is improved. This can good for the organisation because a motivated and committed work force will endeavor to make their best and in bend help the organisation accomplish its coveted consequences.
The forth advantage of MBO is that it facilitates effectual control. Due to the uninterrupted monitoring attack employed by MBO this can be utile in steering the organisation to accomplish better consequences. The Monitoring system can be used to by the organisation to estimate the public presentation against the laid down standard and unsought divergences are corrected in clip.
The 5th advantage of MBO is that it encourages inventions. ( Drucker, P. ( 1986 ) . The MBO doctrine puts more focal point on the consequences in order to accomplish the aims instead than process to accomplish the aims. This gives subordinates freedom on how, which method to use in order to accomplish the needed consequences. This can be good to the organisation as invention help an organisation addition competitory advantage trough new thoughts and merchandises.
Disadvantages of Management by Aims
However every bit much Management by Objective may be good to organisations at that place some restrictions or disadvantages worth being mentioned.
The first disadvantage is that MBO put employees under force per unit area. MBO being a consequence focused doctrine force per unit area is exerted on all the degrees of the organisation so as to achieve the aims. This might a bad thing for the organisation as pressured employees might be stressed out due to the accent put on consequences within the organisation and this could take to high labor turnover. This could be the organisation a luck as the organisation could be forced to enroll and develop new employees.
The 2nd disadvantage is that MBO is clip devouring. In order for MBO to be successful regular meetings and exchange of studies have to be conducted. This means directors have to rush a batch clip in go toing and fixing studies for the meetings while they could be concentrating in executing of import undertakings that are over looked. These over looked could make a hinderance of in achieving the aims laid down.
The 3rd disadvantage is that MBO puts more importance to short term aims. In order for an organisation to accomplish it ultimate ends and success the long term and short term ends should be given equal importance. However the MBO doctrine tends to give more attendings to the short term aims and due to this employees are more concerned by the short term aims. This creates a state of affairs where they want to be successful at any cost within the shortest clip possible and such a state of affairs could be dearly-won to the organisation in the long tally.
Decision
Management by Aims might be seen as an out-of-date direction doctrine by modern directors today but I believe it still has a topographic point in modern management.If carefully aligned with the civilization of the organisation MBO can be rather good to the any organisation as from this study the advantages out weight the disadvantages. Besides For illustration Intel has been consecutive due to the usage of MBO However as stated by Drucker MBO is merely another tool. It is non the great remedy for direction inefficiency aˆ¦ Management by aims plants if you know the aims: 90 % of the clip you do n’t ” . In order for MBO to be successful in Modern direction directors and subsidiaries must closely work together to constantly update their short term and long term aims from clip to clip due to the of all time alteration concern environment. Besides an effectual communicating construction has to be topographic point to as to let directors and subsidiaries to easy put and pass on aims to all concerned employees.

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