Citations with the tag: MANAGEMENT by objectives

Results 1 - 50

• MBO by any other name is still MBO.
  Romani, Paul N. // Supervision; Dec97, Vol. 58 Issue 12, p6 

  Provides information about management by objectives (MBO). Negative reactions to MBO; Central problems manager must face about MBO; Inventor of the term MBO; Common misidentification about MBO; Principles behind the term MBO.

• A dissenting view of MBO.
  Halpern, David; Osofsky, Stephen // Public Personnel Management; Fall90, Vol. 19 Issue 3, p321 

  Argues against the assumptions of the management by objective (MBO) approach. Classical MBO theory; Peter Drucker's MBO as pseudo-participation; Divergent practices in the name of MBO; Goal setting theory and MBO.

• Are there storms ahead for the sunny MBO and MBI market?
  Kelly, John // Management Accounting: Magazine for Chartered Management Account; Sep97, Vol. 75 Issue 8, p22 

  Focuses on the growth of the management by objectives market in Great Britain. Factors contributing to the growth; Implications for the industry; Efforts of the Great Britain government in maintaining the market's growth.

• Make workers part of ambitious objectives.
  Champy, Jim // San Diego Business Journal; 11/18/96, Vol. 17 Issue 47, p29 

  Discusses the importance of setting clear and firm goals in business. Setting goals which workers believe they can meet, and which please customers; Involving workers in the setting of goals; Improvement of products and services which are propelled by ambitious goals.

• MBO: seven strategies for success.
  Ford, Robert C.; Bell, Robert R. // Advanced Management Journal (03621863); Winter77, Vol. 42 Issue 1, p14 

  Provides strategies for successful implementation of management by objectives (MBO) programs. Development of a basic understanding of MBO philosophy; Need to emphasize well-written objectives; Importance of assigning priorities and responsibilities.

• Innovators beware!
  Healey, Mike // People Management; 03/23/95, Vol. 1 Issue 6, p24 

  Offers a cautionary tale on the risks of installing management competencies. Information on installing management competencies in a company; Definition of competency; Belief of some managers regarding pay and their competency.

• Salary Administration: A Reason for MBO!
  Hunady, Ronald J.; Varney, Glenn H. // Training & Development Journal; Sep74, Vol. 28 Issue 9, p24 

  Discusses the relationship between management by objectives (MBO) and salary compensation system in an organization. Definition of MBO; MBO process; Measurement of individual performance.

• A New Approach To Designing Training Programs.
  Carnarius, Stan // Training & Development Journal; Feb81, Vol. 35 Issue 2, p40 

  Presents an approach towards the development of employee training programs. Lack of clear training objectives from clients; Potential obstacles; Current organizational norms; Management by objectives.

• Why MBO Fails So Often.
  Leonard, Joseph W. // Training & Development Journal; Jun86, Vol. 40 Issue 6, p38 

  Discusses the factors which affect the success or failure of management by objective. Participative managerial style; Need for proper feedback systems; Stages of successful management by objective processes.

• MANAGEMENT DEVELOPMENT: THE NEED FOR AN ECLECTIC APPROACH.
  Cone, William F. // Training & Development Journal; Oct70, Vol. 24 Issue 10, p14 

  Part II. Considers the informal, or job-related learning situation which has the most important effect on management development. Indication that the majority of an individual's development takes place on the job; Most prevalent systems for developing managers on the job; Eclectic approach to...

• MANAGEMENT BY OBJECTIVES: A CRITICAL VIEW.
  Wohlking, Wallace // Training & Development Journal; Apr72, Vol. 26 Issue 4, p2 

  Discusses the pros and cons of management by objectives (MBO). Management training; Structuring of long- and short-term goals; Guidelines for the effective installation and administration of MBO programs.

• MANAGEMENT BY OBJECTIVES: A CRITIQUE.
  Levinson, Harry // Training & Development Journal; Apr72, Vol. 26 Issue 4, p3 

  Presents several assumptions concerning management by objectives (MBO). Common goals identified by superior and subordinate managers; Measures of organizational performance; Motivational assumptions behind MBO.

• MANAGEMENT BY OBJECTIVES: A CONSULTANT'S VIEWPOINT.
  Mahler, Walter R. // Training & Development Journal; Apr72, Vol. 26 Issue 4, p16 

  Discusses the benefits, problems and practice of management by objectives (MBO). Mechanics and dynamics of MBO; Importance of organization-wide acceptance to the MBO idea to gain successful result; Goal-setting in MBO.

• Gender Variations in Work Goal Priorities: A Survey of Chinese Managers.
  Pearson, Cecil A.L.; Chatterjee, Samir R. // International Journal of Management; Dec2002, Vol. 19 Issue 4, p535 

  Examines the gender variations in work goal priorities among managers in China. Importance of managerial work goals; Divergence in work goal priorities for the gender profiles; Extent of homogeneity.

• How to Apply MBO.
  Luthans, Fred // Public Personnel Management; Mar/Apr76, Vol. 5 Issue 2, p83 

  Analyzes the implementation and practice of management by objectives (MBO) in the public sector. Concept of MBO in relation to modern management techniques; Transference problem between the private and public sectors; Effectiveness of an MBO system.

• How to Measure MBO.
  Aplin Jr., John C.; Schoderbek, Peter P. // Public Personnel Management; Mar/Apr76, Vol. 5 Issue 2, p88 

  Evaluates the obstacles limiting the use of management by objectives programs in public organizations. Philosophical attitude toward the measurement of social service; Inability to financially reward differential levels of performance; Techniques to facilitate MBO measurement.

• MBO Questions and Answers.
  Morrisey, George L. // Public Personnel Management; Mar/Apr76, Vol. 5 Issue 2, p96 

  Presents a question and answer advisory regarding management by objectives. Correlation of MBO effectiveness to employee performance; Differences in the management between the private and public sectors; Adaptability of the management approach to the individual manager and local business.

• The Role of Continuing Responsibilities: Some Empirical Results.
  Kuffel, Tom; Schoderbek, Peter P.; Plambeck, Donald L. // Public Personnel Management; Jan/Feb79, Vol. 8 Issue 1, p26 

  Identifies the performance standard on the continuing function of employees. Role of continuing responsibilities on performance appraisal; Method of assessing continuing responsibilities; Perception of employees on the importance of continuing responsibilities evaluation.

• MBO--TWENTY YEARS LATER, WHERE DO WE STAND?
  McConkey, Dale D. // Business Horizons; Aug73, Vol. 16 Issue 4, p25 

  Although the management system known as management by objectives, or MBO, has existed for only twenty years, any significant validation of its effectiveness has yet to be done. Serving as a preliminary evaluation for MBO, this article traces the important steps in the development of the system...

• ROUGH GUIDE.
  Hunt, Gail // Food Manufacture; Feb2003, Vol. 78 Issue 2, p119 

  Describes the concept of hoshin or also known as policy deployment or breakthrough planning. Business objectives/goals; Departmental objectives; Difference from traditional management by objectives.

• The 10 steps of successful goal setting for salespeople.
  Huffaker, Tim // Enterprise/Salt Lake City; 5/24/2010, Vol. 39 Issue 50, p9 

  The article offers ten steps for a successful goal setting in selling.

• Management by Objectives: How to Measure Results.
  McConkey, Dale D. // Management Review; Mar65, Vol. 54 Issue 3, p60 

  Considers the methods in measuring management performance. Factors frequently used in the traditional measurement of managerial performance; Application of management by objectives or goals management; Evaluation of the objectives.

• MANAGEMENT BY OBJECTIVES IN MEDIUM SIZED FIRMS.
  Kendall, Edward L. // Industrial Management; Mar74, Vol. 16 Issue 3, p9 

  Focuses on the issues related to management by objectives (MBO). Definition of MBO; Establishment of job objectives; Impact of MBO on business operations.

• Moving managers to a higher plane of performance.
  Smith, Raymond W. // Business Forum; Fall92, Vol. 17 Issue 4, p5 

  Discusses the limitations of management-by-objective (MBO) as an approach to measuring the performance of managers. Power of MBO to undermine broader and longer-range corporate objectives; Narrow definition of manager's role in terms of discrete results; Qualities crucial to competitive businesses.

• 20 Ways to Kill Management by Objectives.
  McConkey, Dale D. // Management Review; Oct72, Vol. 61 Issue 10, p4 

  Discusses factors contributing to the failure of management by objectives (MBO) programs. Inclusion of the elimination of the effort required for dialogues between superiors and subordinates; Failure to include staff managers in the MBO program; Delegation of executive direction; Amount of time...

• Managing bad luck by objectives.
  Odiorne, George S. // Management Review; Jul74, Vol. 63 Issue 7, p41 

  Presents guidelines for applying management-by-objectives principles to emergency management. Analysis of data; Time management; Determination of major crises; Arrangement of emergency procedures.

• Without Control, MBO Is a Waste of Time.
  Morrisey, George L. // Management Review; Feb75, Vol. 64 Issue 2, p11 

  Explores the importance of control function to the management by objective system. Objective of management controlling; Three parts of the control function; Potential variances or deviation that will require some sort of overt corrective action; Steps in the control process; Key questions when...

• How to Manage the Government for Results: The Rise of MBO.
  Fri, Robert W. // Organizational Dynamics; Spring74, Vol. 2 Issue 4, p18 

  Examines the emergence of the concept of management by objectives (MBO) in the U.S. Principles for the design and implementation of MBO; Success of federal management from fiduciary accounting to planning, programming, budgeting; Assessment of the President's Budget process.

• IMPLEMENTATION - THE GUTS OF MBO.
  McConkey, Dale D. // SAM Advanced Management Journal (00360805); Summer72, Vol. 37 Issue 3, p13 

  Deals with the adoption of management by objectives (MBO) by companies. Reasons behind the failure of MBO in some companies; Preparations for MBO; Approaches to the implementation of MBO; Tips on seeking outside assistance for MBO implementation.

• NEW DIMENSIONS FOR PUBLIC RELATIONS WITH MANAGEMENT BY OBJECTIVES.
  Ross, Robert D. // SAM Advanced Management Journal (00360805); Summer72, Vol. 37 Issue 3, p36 

  Explores the application of management by objectives (MBO) to public relations management. Business performance determining public relations success; Factors contributing to the importance of public relations MBO; Steps in setting public relations objectives.

• Resolutions are out, goals are in.
  Babin, Holly // Business NH Magazine; Feb95, Vol. 12 Issue 2, p7 

  Discusses the benefits of setting goals and objectives for business. Focusing on a company's mission; Setting goals for the key result areas in one's company; Setting personal goals.

• MANAGING BY OBJECTIVES - A THREE-STAGE SYSTEM: Evolution requires 4-5 years.
  Howell, Robert A. // Business Horizons; Feb70, Vol. 13 Issue 1, p41 

  Firms normally go through three stages in the development of a management by objectives system: the performance appraisal stage, the integration of objectives stage, and the longrange planning stage. During the late 1950's and early 1960's, the emphasis was on results-oriented approaches to...

• WHAT MBO REALLY IS: Results require a complete program.
  Reif, William E.; Bassford, Gerald // Business Horizons; Jun73, Vol. 16 Issue 3, p23 

  Management by objectives (MBO) is commonly described too narrowly; firms that report unsuccessful experiences have been practicing a limited program. To clear up the confusion that beclouds MBO, the authors first describe the concept and its emphasis on results (the achievement of objectives)...

• TEN RULES FOR MANAGING BY OBJECTIVES.
  Denny, William A. // Business Horizons; Oct79, Vol. 22 Issue 5, p66 

  Presents several rules for managing by objectives (MBO) program. Involvement and commitment of an executive to the MBO program; Objectives of the program; Training of employees for MBO during the implementation stage.

• MBO: AN IDEA WHOSE TIME HAS GONE?
  Ford, Charles H. // Business Horizons; Dec79, Vol. 22 Issue 6, p48 

  Discusses the concept of management by objective (MBO) process. Functions of an organization; Involvement of the lower levels of management in the MBO process; Impact of organizational climates on MBO; Problems associated with various MBO programs.

• Remedial MBO.
  Kelly, Charles M. // Business Horizons; Sep/Oct83, Vol. 26 Issue 5, p62 

  In the broadest sense, every good manager manages by objectives. But when management tries to correct organizational problems with a formal MBO system, substance usually gives way to form and the organization becomes political and mechanical. To correct situations already made worse by MBO,...

• MANAGEMENT BY OBJECTIVES--DOES IT APPLY TO STAFF?
  Weihrich, Heinz; Tingey, Sherman N. // Industrial Management; Jan/Feb76, Vol. 18 Issue 1, p24 

  Analyzes the categories of effectiveness of Management by Objectives (MBO) program for staff versus line personnel in a large organizations. Response of the employees to MBO programs; Applicability and usefulness of the program; Clarity of the goals set.

• M.B.O. & O.D.--HOW TO APPLY.
  Weihrich, Heinz; Tingey, Sherman N. // Industrial Management; Mar/Apr77, Vol. 19 Issue 2, p14 

  Focuses on the application of management by objectives and organizational development. Comprehension of the organizational objectives; Customer satisfaction; Development of interpersonal relationships.

• A TOOL FOR CORPORATE PUBLIC POLICY ANALYSIS.
  Wartick, Steven L. // Business Forum; Winter86, Vol. 11 Issue 1, p13 

  Offers a tool corporate managers can use to determine the goals and directions of specific public policies. Inclusive/exclusive distinction in policy; Analysis of objectives using the distinction.

• Where OD and MBO Meet.
  Hillmar, Ellis D. // Training & Development Journal; Apr75, Vol. 29 Issue 4, p34 

  Examines the confluence of the major forces in organizational development (OD) and management by objectives (MBO). Publication of why OD can become successful; Types of OD interventions that can be present in MBO activities.

• Making MBO Work -- The Missing Link.
  Morrisey, George L. // Training & Development Journal; Feb76, Vol. 30 Issue 2, p3 

  Discusses benefits that can come from using the management by objectives and results (MOR) as a form of participative management and methods for effective MOR communications. Encouragement of comittment; Encouragement of innovation balanced by reality; Promotion of negotiation and mutual...

• HOW TO IMPLEMENT MBO IN YOUR ORGANIZATIONAL UNIT.
  Morrisey, George L. // Training & Development Journal; Apr77, Vol. 31 Issue 4, p8 

  Discusses how to implement management by objectives in an organizational unit. Importance of the degree of commitment; People that must be involved in the process.

• MBO and Salary Administration.
  Kirkpatrick, Donald L. // Training & Development Journal; Sep73, Vol. 27 Issue 9, p3 

  Analyzes the relationship between management by objectives (MBO) and salary increases. MBO philosophy; Several definitions of MBO; Salary increases based on the MBO at the Management Institute section of the Department of Business and Management at the University of Wisconsin-Extension.

• Does 'Management by Objectives' Work in Education?
  Gray, Frank; Burns, Margaret L. // Educational Leadership; Mar1979, Vol. 36 Issue 6, p414 

  Evaluates the effectiveness of Management by Objectives (MBO) system in education. Process of MBO; Benefits of MBO; Details on the MBO system of Hyde Park schools in New York.

• Build buzz.
  Gray, Frank; Burns, Margaret L. // Communication Briefings; Jun2010, Vol. 29 Issue 8, p4 

  The article presents questions to create excitement and a sense of common purpose between staffers.

• Focus.
  Gray, Frank; Burns, Margaret L. // Bloomsbury Business Library - U.S. Business Quotations; 2007, p67 

  The article presents quotes about how to remain focused in business from Sri Aurobindo, Indian philosopher, Edwin Land, U.S. inventor and Bertrand Russell and British philosopher and writer.

• Goals and Objectives.
  Gray, Frank; Burns, Margaret L. // Bloomsbury Business Library - U.S. Business Quotations; 2007, p71 

  The article presents quotes about goals and objectives in business from Mary Kay Ash, business executive, Mary Catherine Bateson, U.S. anthropologist and Walt Disney, U.S. entertainment entrepreneur.

• Limitations.
  Gray, Frank; Burns, Margaret L. // Bloomsbury Business Library - U.S. Business Quotations; 2007, p93 

  The article presents quotes about limitations in business from Michael Dell, chairman of Dell Computer Corporation, Katharine Graham, U.S. newspaper publisher and owner of Washington Post and Margaret Halsey, U.S. writer.

• Relationships Between Organizational Phenomena And MBO Process.
  Weihrich, Heinz; Babcock, Richard B. // Industrial Management; Jul/Aug82, Vol. 24 Issue 4, p25 

  Focuses on the relationships between organizational phenomena and the Management by Objectives (MBO) process. Essential steps in MBO; Setting objectives of adult phenomena in organizations; Control and appraisal of child phenomena in organizations.

• A hierarchy and network of aims.
  Weihrich, Heinz // Management Review; Jan82, Vol. 71 Issue 1, p47 

  Focuses on management by objectives. Focus on performance appraisal; Concerns for organizational and individual aims; Preparation of strategic plan.

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