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Management by objective
 

Management by objective

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    Management by objective Management by objective Presentation Transcript

    • MANAGEMENT BY OBJECTIVE (MBO) BY VAGHELA MANISHAvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 1
    • Flow of presentation1)INTRODUCTION.2)FEATURE AND ADVANTAGES.3)DOMAINS AND LEVELS.4)PRACTISE.5)LIMITATION.6)ARGUMENTS AGAINST.7)REVIEW OF TOPIC.8)REFERENCES. vaghela_manisha13@yah oo.com BY: VAGHELA MANISHA 2
    • INTRODUCTIONManagement by objectives(MBO) is a process of agreeing upon objectivesWithin an organization so that managementAnd employees agree to the objective andUnderstand what they are in the organization. vaghela_manisha13@yah oo.com BY: VAGHELA MANISHA 3
    • The term "management by objectives" was first popularized by Peter Drucker in his 1954 book The Practice of Management’. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and the choosing the course of actionto be followed by them, they are more likely to fulfill their responsibilitiesvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 4
    • Features and Advantages Unique features and advantage of the MBO processvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 5
    • The principle behind Management by Objectives (MBO) is basically for employees to have clarity of the roles and responsibilities expected of them. They then understand thevaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 6
    • objectives they must do and the over all achievement of the organization. They also help with the personal goals of each employee.vaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 7
    • Some of the important features and advantages of MBO arevaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 8
    • Motivation – Involving employees in the whole process of goal setting and increasing employee empowerment increases employee job satisfaction and commitmentvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 9
    • Better communication and Coordination – Frequent reviews and interactions between superiors and subordinates helps to maintain harmonious relationships within the enterprise and also solve many problems faced during the periodvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 10
    • Managers can ensure that objectives of the subordinates are linked to the organisation Subordinates have a higher commitment to objectives that they set themselves than s objectivesvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 11
    • Domains and levels Objectives can be set in all domains of activities (production, marketing, services, sales, R&D, hum an resources, finance, information systems etc.). Some objectives are collective, for a whole department or the whole company, others can be individualized.vaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 12
    • Practice Objectives need quantifying and monitoring. Reliable management information systems are needed to establish relevant objectives and monitor their "reach ratio" in an objective way. Pay incentives (bonuses) are often linked to results in reaching the objectivesvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 13
    • Limitations There are several limitations to the assumptive base underlying the impact of managing by objectives, including:vaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 14
    • The use of MBO needs to be carefully aligned with the culture of the organization. While MBO is not as fashionable as it was before the empowerment fad, it still has its place in management today. The key difference is that rather than set objectives from a cascadevaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 15
    • Arguments Against MBO has its detractors, notably among them W. Edwards Deming, who argued that a lack of understanding of systems commonly results in the misapplication of objectives Additionally, Deming stated that setting production targets will encourage resources to meet those targets through whatever means necessary, which usually results in poor qualityvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 16
    • Point 7 of Demings 14 Points 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 and felt that Druckers warning went largely unheeded by the practitioners of MBOvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 17
    • REVIEW OF THE TOPIC. INTRODUCTION. FEATURE AND ADVANTAGES. DOMAINS AND LEVELS. PRACTISE. LIMITATIONS. ARGUMENTS AGAINST. vaghela_manisha13@yah oo.com BY: VAGHELA MANISHA 18
    • References 1) principals of management p.subba rao himalya publishing house. 2)essentials of management p.n.reddy p.c. tripathi h.r.appannaiah.vaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 19
    • Thank Youvaghela_manisha13@yahoo.com BY: VAGHELA MANISHA 20