The division manager had recently heard a lecturer on management by objectives. His enthusiasm kindled at that time grew the more he thought about it. He finally decided to introduce the concept and see what headway he could make at his next staff meeting. He recounted the theoretical developments in this technique cited the advantages to the division of its application and asked his subordinate to think about adopting it. It was not easy as everyone had thought. At the next meeting, several questions were raised” Do you have division goals assigned by the president to you for next year” the finance manager replied.” I have been waiting for the president's office to tell me what is expected but they act as if they will do nothing about the matter”.” What is the division to do then? The manager of the production asked rather hoping that no action would be indicated.” I intend to list my expectations for the division”. The division manager said” There is not much mystery about them. I expect 830 million in sales a profit on sales before taxes of 8 percent. A return on investment of 15 percent an ongoing program in effect by June 30, with specific characteristics I will lust later to develop our future managers, the completion of development worn on our XZ model by the end of the year, and stabilizing of employees turnover at 5 percent. The staff was stunned that their supervisor had thought through these verifiable objectives and started them with such clarity and assurance. They were also surprised about his sincerity in wanting to achieve them During the next month I want each of you to translate these objectives into verifiable goals for your functions. Naturally, they will be different for finance marketing production engineering, and administration. However, you state them I will expect them to add up to the realization of the division goals. 1. a) Can A division manager develop verifiable goals or objectives when they have not been assigned to him or her by the president? How? What kind of information or help do you believe is important for the division manager to have from headquarters b) Did the division manager set the goals in the best way? What would you have done c) Justify the need for entrepreneurship in industrial and commercial complexities and assess the key psychological traits of entrepreneurship
The division manager had recently heard a lecturer on management by objectives. His enthusiasm kindled at that time grew the more he thought about it. He finally decided to introduce the concept and see what headway he could make at his next staff meeting. He recounted the theoretical developments in this technique cited the advantages to the division of its application and asked his subordinate to think about adopting it. It was not easy as everyone had thought. At the next meeting, several questions were raised” Do you have division goals assigned by the president to you for next year” the finance manager replied.” I have been waiting for the president's office to tell me what is expected but they act as if they will do nothing about the matter”.” What is the division to do then? The manager of the production asked rather hoping that no action would be indicated.” I intend to list my expectations for the division”. The division manager said” There is not much mystery about them. I expect 830 million in sales a profit on sales before taxes of 8 percent. A
b) Did the division manager set the goals in the best way? What would you have done
c) Justify the need for entrepreneurship in industrial and commercial complexities and assess the key psychological traits of entrepreneurship
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