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Management by Objectives
MBO
Lets wake up
AGENDA
- Definition
- Principles
- Process
- Tools
- Cultural Influences
- Advantages & Disadvantages
- Is MBO obsolete?
-...
DEFINITION
BY PETER DRUCKER
DEFINITION OF MBO
 Management Model based on Objectives that are agreed on
between Management and Employees
 The aim is ...
DEFINITION OF MBO
 Employees measure their daily
work on their individual goals
and act in best interest of the
company
...
MBO PRINCIPLES
Setting Goals Together
Periodically Evaluation
Focus on Goals, not on Methodologies
Support from Superior
MBO PRICIPLES
HOW TO
ESTABLISH
GOALS
?
S pecific
M easurable
A chievable
R
T
elevant
ime-based
How to be SMART?
SMART GOALS
Get SPECIFIC and clear
about what you want to
achieve!
SMART GOALS – STEP 1
I want to be
rich
Make your goal
MEASURABLE - quantify
what you want !
SMART GOALS – STEP 2
I want to have 1
Billion Dollars
Make your goal
ACHIEVABLE within your
resources!
SMART GOALS – STEP 3
I work hard
as hell
Make your goal
RELEVANT – Is it
worthwhile?
SMART GOALS – STEP 4
I want to keep her
happy
Your goal needs to be
TIMED - Set a start and a
finish date!
SMART GOALS – STEP 5
One year till the
first million
THE
MBO’s PROCESS
PROCESS
Routine
Objectives
Problem-Solving
Objectives
Improvement
Objectives
Innovation
Objectives
CENTRAL GOAL SETTING
Development of
Individual Goals
Revision of Job
Description
Resource
Allocation
INDIVIDUAL GOAL SETTING
PROGRESS MONITORED
RESULTS’ REVIEW
- Objectives and key results
- Long and short term priorities
- Scope of assistance exp...
Self Evaluation
360-Degree
Evaluation
Checklist
Evaluation
Critical Incidents
Method
PERFORMANCE APPRAISAL
Non-Financial
Motivators
 Salaries
 Commission
 Share Ownership
 Performance Pay
Financial
Motivators
ACHIEVERS REWARD...
TOOLS
Organizational Goals =
Organizational KPI
(e.g. number of complaints in the end of the week)
Individual Goal = Individual ...
To achieve
our vision,
how should
we appear
to our
customers?
CUSTOMER
Objectives Measures Targets Initiatives
To satisfy
...
HOW CAN
CULTURE
INFLUENCE
MBO?
Power Distance Index
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance Index
Long vs. Short-...
Low Power Distance
Low Uncertainty
Avoidance
High Individualism
High Masculinity
Short-Term
Orientation
REQUIREMENTS OF MBO
ADVANTAGES
AND
DISADVANTAGES
 Develops a result-oriented philosophy
 No role ambiguity or confusion
 Raises employee morale
 Improves the appraisal...
 Develops a result-oriented
philosophy
 No role ambiguity or confusion
 Raises employee morale
 Improves the appraisal...
IS MBO
OBSOLETE?
High Volatility in Markets and Trends
Conservative Individual Goals
Non Collaborative Goals = Inefficiency
Having producti...
LET’S PRACTISE IT !
TASK 2
Paper Planes
Level 1: less than 2 m 5 points
Level 2: 2-5 m 10 points
Level 3: more than 5 m 20 points
Choose which...
• Everyone of you ever thought about your bucket list?
• Achieved one of the setted objectives?
• Have they been SMART?
Ta...
NEW TRENDS IN MBO
SKILLS ACTIVITIES
Three types of management
RESULTS
BALANCING RESULTS SKILLS AND ACTIVITIES
SKILLS RESULTS
Traditional MBO Approach
BALANCING RESULTS SKILLS AND ACTIVITIES
New MBO Approach
BALANCING RESULTS SKILLS AND ACTIVITIES
SKILLS RESULTSACTIVITIES
As Peter Drucker said, “you can only
manage what you measure” and “what
gets measured gets done”.
GAMIFICATION: A NEW WAY ...
Measurable goals are crucial for
organizational success
Inspire mastery, commitment
and higher performance rates
Keep empl...
The problem is:
With those set for lower
levels employees
Managing Staff objectives
are not always in line…
Is here where
...
But what is gamification?
GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
What does it bring to the table?
Act as tool to realign employees
with corporate goals
Keeps workplace competition
under c...
How?
GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
Challenge: Increase sales
training program participation
Solution: Motivate through
rewarding exploration and
knowledge de...
Examples of Tools Used
- Badges and virtual trophy
case
- Different levels of
performance for tasks
and missions
- Individ...
RESULTS
- 100 000 unique visits to the
platform
- User activity increased 60%
- Impact on sales
GAMIFICATION: FORD CANADA ...
André Campino, Diogo Vasques, Katharina Erdrich, Eric Stange,
Miguel Saúde, Soraia Vale
Thank you for your attention.
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Management by Objectives adapted to Sales Team context

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Transcript of "MBO Presentation"

  1. 1. Management by Objectives MBO
  2. 2. Lets wake up
  3. 3. AGENDA - Definition - Principles - Process - Tools - Cultural Influences - Advantages & Disadvantages - Is MBO obsolete? - New Trends
  4. 4. DEFINITION BY PETER DRUCKER
  5. 5. DEFINITION OF MBO  Management Model based on Objectives that are agreed on between Management and Employees  The aim is to reach overall Strategic Goals for the Organization but also Individual Goals for the Employees  This Model integrates Employees in the planning process what leads to Participation, Motivation and Commitment
  6. 6. DEFINITION OF MBO  Employees measure their daily work on their individual goals and act in best interest of the company  Sum of all individual goals forms the overall goal of the company
  7. 7. MBO PRINCIPLES
  8. 8. Setting Goals Together Periodically Evaluation Focus on Goals, not on Methodologies Support from Superior MBO PRICIPLES
  9. 9. HOW TO ESTABLISH GOALS ?
  10. 10. S pecific M easurable A chievable R T elevant ime-based How to be SMART? SMART GOALS
  11. 11. Get SPECIFIC and clear about what you want to achieve! SMART GOALS – STEP 1 I want to be rich
  12. 12. Make your goal MEASURABLE - quantify what you want ! SMART GOALS – STEP 2 I want to have 1 Billion Dollars
  13. 13. Make your goal ACHIEVABLE within your resources! SMART GOALS – STEP 3 I work hard as hell
  14. 14. Make your goal RELEVANT – Is it worthwhile? SMART GOALS – STEP 4 I want to keep her happy
  15. 15. Your goal needs to be TIMED - Set a start and a finish date! SMART GOALS – STEP 5 One year till the first million
  16. 16. THE MBO’s PROCESS
  17. 17. PROCESS
  18. 18. Routine Objectives Problem-Solving Objectives Improvement Objectives Innovation Objectives CENTRAL GOAL SETTING
  19. 19. Development of Individual Goals Revision of Job Description Resource Allocation INDIVIDUAL GOAL SETTING
  20. 20. PROGRESS MONITORED RESULTS’ REVIEW - Objectives and key results - Long and short term priorities - Scope of assistance expected - Standards of performance
  21. 21. Self Evaluation 360-Degree Evaluation Checklist Evaluation Critical Incidents Method PERFORMANCE APPRAISAL
  22. 22. Non-Financial Motivators  Salaries  Commission  Share Ownership  Performance Pay Financial Motivators ACHIEVERS REWARDED  Job Enlargement  Job Rotation  Job Enrichment  Empowerment
  23. 23. TOOLS
  24. 24. Organizational Goals = Organizational KPI (e.g. number of complaints in the end of the week) Individual Goal = Individual KPI (e.g. weekly % difference in complaints handled that result in satisfied customers vs. unsatisfied customers) KEY PERFORMANCE INDICATORS
  25. 25. To achieve our vision, how should we appear to our customers? CUSTOMER Objectives Measures Targets Initiatives To satisfy our share holders and customers, what business processes must we invest in? INTERNAL BUSINESS PROCESS Objectives Measures Targets Initiatives To achieve our vision, how will we sustain our ability to change and improve? LEARNING AND GROWTH Objectives Measures Targets Initiatives To succeed financially, how should we appear to our share holders? FINANCIALS Objectives Measures Targets Initiatives VISION AND STRATEGY BALANCED SCORECARD
  26. 26. HOW CAN CULTURE INFLUENCE MBO?
  27. 27. Power Distance Index Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Index Long vs. Short-Term Orientation + + + + + - - - - - HOFSTEDE’s CULTURAL DIMENSIONS
  28. 28. Low Power Distance Low Uncertainty Avoidance High Individualism High Masculinity Short-Term Orientation REQUIREMENTS OF MBO
  29. 29. ADVANTAGES AND DISADVANTAGES
  30. 30.  Develops a result-oriented philosophy  No role ambiguity or confusion  Raises employee morale  Improves the appraisal of subordinates  Produces goals that identify expected results  Allows a continuous monitoring ADVANTAGES OF MBO
  31. 31.  Develops a result-oriented philosophy  No role ambiguity or confusion  Raises employee morale  Improves the appraisal of subordinates  Produces goals that identify expected results  Allows a continuous monitoring DISADVANTAGES OF MBO
  32. 32. IS MBO OBSOLETE?
  33. 33. High Volatility in Markets and Trends Conservative Individual Goals Non Collaborative Goals = Inefficiency Having productivity measured is hard YES! BUT WHY?
  34. 34. LET’S PRACTISE IT !
  35. 35. TASK 2 Paper Planes Level 1: less than 2 m 5 points Level 2: 2-5 m 10 points Level 3: more than 5 m 20 points Choose which paper you will use before the game: Big paper: - 2 points Normal paper: 0 points Small paper: + 2 points TASK 1 Card’s Castle Level 1: 2 levels high 5 points Level 2: 3 levels high 10 points Level 3: 4 levels high 20 points Choose how many cards you will need before starting the game If you need more cards during the game it costs you half a point If you have to much cards over when the time is up it costs you half a point for every card. Choose one of the following:
  36. 36. • Everyone of you ever thought about your bucket list? • Achieved one of the setted objectives? • Have they been SMART? Task: Imagine if you would have just 1 year to live • What would you plan to do in this year. Please write down 6 things (you don‘t have to share that with us) • What about if you would just have 6 month? ( 3 things) • 1 month? • 1 day? Your Bucket List
  37. 37. NEW TRENDS IN MBO
  38. 38. SKILLS ACTIVITIES Three types of management RESULTS BALANCING RESULTS SKILLS AND ACTIVITIES
  39. 39. SKILLS RESULTS Traditional MBO Approach BALANCING RESULTS SKILLS AND ACTIVITIES
  40. 40. New MBO Approach BALANCING RESULTS SKILLS AND ACTIVITIES SKILLS RESULTSACTIVITIES
  41. 41. As Peter Drucker said, “you can only manage what you measure” and “what gets measured gets done”. GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  42. 42. Measurable goals are crucial for organizational success Inspire mastery, commitment and higher performance rates Keep employees focused on results. GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  43. 43. The problem is: With those set for lower levels employees Managing Staff objectives are not always in line… Is here where gamification can intervene GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  44. 44. But what is gamification? GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  45. 45. What does it bring to the table? Act as tool to realign employees with corporate goals Keeps workplace competition under control Establishes a feedback system that individually rewards employees GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  46. 46. How? GAMIFICATION: A NEW WAY TO EMPLOYEE ENGAGEMENT
  47. 47. Challenge: Increase sales training program participation Solution: Motivate through rewarding exploration and knowledge demonstration in an online collaborative community GAMIFICATION: FORD CANADA AND BUNCHBALL EXAMPLE
  48. 48. Examples of Tools Used - Badges and virtual trophy case - Different levels of performance for tasks and missions - Individual and team leaderboards - Virtual Dream garage GAMIFICATION: FORD CANADA AND BUNCHBALL EXAMPLE
  49. 49. RESULTS - 100 000 unique visits to the platform - User activity increased 60% - Impact on sales GAMIFICATION: FORD CANADA AND BUNCHBALL EXAMPLE
  50. 50. André Campino, Diogo Vasques, Katharina Erdrich, Eric Stange, Miguel Saúde, Soraia Vale Thank you for your attention.
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