Management By Objectives Of Management

His ideas and thoughts revolutionized corporate management in the latter half of the 20th century. He developed ‘Management by Objectives’ (MBO) ‘The Practice of Management’. MBO deals with a certain type of interaction, specific to a manager and his employee. MBO is based on the thinking that various hierarchies within an organization need to be integrated. MBO practice encompasses collaboration by using “SMART”: Specific, Measurable, Achievable, Realistic, and Time bound goals (Communication Theory-Drucker, n.d.). Thus, allowing school leaders to create the objectives of a school with the staff a having open lines of communication will allow each to contribute to the

'. (Hannagan, T (2002), ‘Management: Concepts and Practices ' P142.)  Their goals and objectives vary immensely, but all must be considered.

Peter Ducker is a writer, a teacher, and a consultant. The authors of twenty-six books, he has been the Clarke Professor of Social Science and Management at Claremont University since 1971. They are many scholars, philosophers, and researchers who have paid their dues in the management field, but Peter Drucker has been the one who has made a name for himself in the area. Peter Drucker has been acknowledged by his excellent academic portfolio, which has taken him to develop the invention of management in the 1950s. Drucker has been capable to elevate the discipline of management regardless of the obstacles he has faced throughout his career. The author has been focused on making a statement based upon the business challenges in the modern world

Anita Satterlee writes, “Organizational management is a subset of management and is the art of applying general principles of systematic planning and problem solving to skillfully direct and supervise united efforts to meet the organizational goals.” (Satterlee, 2013) Given the various management levels, styles, functions and responsibilities, the historical context is rooted in managerial theories that cover the philosophies and strategies of men like Munsterberg, Maslow, Argyris, Fiedler, Juran and Senge.

Peter Drucker’s management philosophy was, and is still considered to this present day as revolutionary, described as a man ‘Who could see around corners’ Richard Straub briefly discusses how history was a prominent and integral element to all Drucker wrote. The article emphases Drucker’s ambition to shape and influence management theory and practice, he once quoted ‘The best way to predict the future is to create it’. The article outlines not only how Drucker has created management strategies

A good management system is essential to run an organization effectively. One main strategy to run a good management system is through the use of a famous management module, management by objectives (MBO) that proposed by Peter Drucker (Drucker, 1954). This module has remained popular and compelling method for achieving goals. As Daft (2012) explained, "management by objectives is a system whereby managers and the employees define goals for every department, project, and use them to monitor the organization's subsequent performance" (p. 194). The management by objectives is a management ideology which is used by Peter Drucker who states that the management based on setting up objectives and self-control are understood as a philosophy of management (Kralev, 2011). Management by objectives is

In this paper, I will discuss views on the relationship between theory and application or practice, talk about how a theory guide or inform practice, and issues involved in translating theory into practice. The paper will also, describe a current view of the management by objectives theory, how the management by objectives theory has actually been applied, and finally assess the appropriateness of the uses to which the theory has been applied.

Management by Objectives, MBO, is a management process where managers and employees decide together what goals the employee should work to achieve. The goals set for the employee are agreed upon by both the employee and the manager. The employee is evaluated based on these goals and may be given a raise or a promotion if they have achieved the set goals within some set period of time. This management process was first introduced by Peter Drucker in his 1954 book “The Practice of Management” with the intention to provide a way to empower employees. (Drucker)

An organization is built on many different pieces of a puzzle all pulled together by an effective management team. Chaos can arise if employees do not know what to do or who to follow, which instills the need for a leader in the work environment. Although anyone can step up and call him or herself a leader, it takes an individual with specific traits and characteristics to do the job effectively, additionally, one must be able to distinguish between the product and the people who make it possible. Understanding the difference between managing and leadership, task allocation to get the job completed in a timely manner, employee needs, knowing what motivates employees, communication, and problem solving are all part of the daily elements of any manager. Top priorities of an organization must be thoroughly acknowledged and conveyed to effectively manage day-to-day business, while keeping in mind the employees who make it all possible.

The Management by Objective’s is very versatile and can be used for many different purposes. It can be used when you want employees to develop self-leadership and management skills. This will also help employees be creative; and be able to draw back into past experience and pick up on patterns and apply them to present tasks (Kotelnikov, 2001, ¶ 5).

Although there is an understandable degree of variation among the scholars and practitioners about the composition of an MBO program, they all appear to agree on the following guidelines:

You are to write a three to five (3-5) page report that answers the following questions:

Management by Objectives (MBO) method involves setting specific measurable goals with each employee and then periodically reviewing the progress made.

Elements of management should be guided by the human physical dynamism of organizational units, which seeks to attain the objective and the satisfaction of an organization (Robbins & Judge, 2015). Management is guiding human and physical resources into dynamic organizational units which attain their objectives to the satisfaction of those served and with a high degree of morale and sense of attainment on the part of those rendering service. —American Management Association

Strategic Management is a substantial wing of the management system of an organisation or company whereby a set of managerial decision and action helps to determine the long-run performance and major goals of the organisation or company. Generally, top-level management of an organisation is responsible for the initiation and implementation of such decisions and actions based on the available resources and welcoming environment. The strategies involve the formulation and setting of directions, aims and objectives; improving organisational performance; collaborating and executing changes; developing and training the employees etc. It also stresses on the monitoring and evaluation of internal strengths and weaknesses and identifying external opportunities (Adair 2009).