This document summarizes information about Lorenz Snack World, a snack and nut company with operations in Germany, Poland, Austria, Russia, and Egypt. It thanks professors and managers who have supported the company. Lorenz Snack World aims to increase employee efficiency and productivity through management by objectives. This involves setting goals, measuring progress, and rewarding employees based on their goal achievement. The company plans to provide additional training to employees in time management, priority setting, self-responsibility, and presentation skills to help reach its vision.

2. We would like to thanks a lot our Prof. Nadia
Elshafae as she provided us the encouragement in
different ways.
We thanks too Mr. Hany Ibrahim Hr Manager at
lorenz snack world -Egypt as he supports us with
his knowledge and advice.

4.  Family Owned business has been passed on from generation to
generation (4 generations)its activity on snacks and nuts
 With a Long term view which located on Neu Isenberg (Frankfurt) /
Germany with a Prod. Sites on Germany, Poland, Austria, Russia & Egypt.
 Lorenz Snack-World is a growth-oriented European brand-name company
 with an international focus and with labor intensive .
 It’s about 2900 employees

5. Starting Date in Egypt: 2010
Location: Factory in south of Port Said at industry area.
Country Role / History:
Part of Global Supply Chain (nuts cleaning) 2010
Commercial Startup :Launch of Picpacs & FunNuts
2014
People : The company started in Egypt with 30 employees in 2010 to be in
2015 about 150 employees divided into :
- Admin Staff
- Operation Staff
- Sales
- Marketing

7. Organization Mission & Vision:
 To increase our employees efficiency and productivity 20%
 Our Challenge is to development our employee to can working more
efficiency by transfer them from managing by attendance to managing
by objective

8. Management by Objectives (MBO)
MBO as means of using goals to motivate people rather than to
control them. Management by objectives can simply be defined
as a program that encompasses specific goals, participative set,
for an explicit time period, with feedback on goal progress..
Depend on results.
so we will development HR policy
NOTE The technique was first championed by management
expert Peter Drucker

9. MBO program Should be SMART goals:
 S specific
Exactly what is it you want to achieve in your business
,goal statements explain: what, why, who, where and when.
 M Measurable
You must be able to track progress and measure the result of your goal.
Good goal statements answer the question: how much or how many.
How will I know when I achieve my goal?

10.  A Agreed
Your goal must be relevant to and agreed with all parties;
examples include your line manager, employees and
customers.
 R Results-oriented
Is this goal achievable?
 T Time-related
Goals must have a deadline

11. 1. Managers and employees must be willing to establish
goals and objectives together.
2. Objectives should be quantifiable and measurable for the
long and short terms.
3. Expected results must be under the employee’s control
and free from criterion contamination.
4. Goals and objectives must be consistent for each
employee level (top executive, manager, and employee).
5. Managers and employees must establish specific times
when the goals are to be reviewed and evaluated.

12. 1 -improve participation and communication.
2- It makes individuals more aware of
organizational goal.
3- relieve stress from employee .
4- increase the responsibility.
5- improve the efficiency.
6- Increase productivity .
7- achieve business plan

13.  Review organizational objectives:
The manager gains a clear understanding of organization's overall objectives.
 Set worker objectives:
The manager and worker meet to agree on worker objectives to be reached
by the end of normal operating period.
 Monitor progress:
At periodic intervals during the normal operating period, the manager and
worker check to see if the objectives are being reached.
 Evaluating performance:
At the end of normal operating period, the worker's performance is judged
by the extent to which the worker reached the objective.
 Give reward:
Rewards given to the worker are based on the extent to which the objectives
were reached.

15. - By evaluating our annual appraisal we find a gab
because employee needs some Learning and growth
- To reach our vision, how should we keep our
capacity to change and to improve .
- So we handle some new style training by days in:
- Time management
- Priority
- Self responsibility
- Presentation skills

16. 1. It takes a few years to be effective.
2. Some companies always tend to raise goals. If these are too
high, employees become frustrated.
3. Appraisals are sometimes made on personality traits rather
than on performance.
4. Some employees do not want to be held responsible and
goals forced upon them may lead to ill-feeling.
5- Not as effective in dynamic environments that require
constant resetting of goals

17. 1- Drucker, Peter F., "The Practice of Management", in 1954.
ISBN 0-06-011095-
2- diorne, George S., "Management by Objectives; a System of Managerial
Leadership", New York: Pitman Pub., 1965.
3- Lorenz Snack World Policy

18. Presented by:
 Magy Elbanna.
 Suzy Fayed.
 Shereen Abo Samra
 Ahmed Saleh
Thank You

18