Management by Objectives as defined in Wikipedia
Management by Objectives (MBO) is a process of defining objectives within an organization so that management and employees agree to the objectives and understand what they are in the organization.
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 choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.
My observations of the application of the MBO has often resulted in:
When every thing is on course, every one just keep on doing what they are doing. There is not much work communication between employees and managers. Whatever efforts and contributions they have put forth in their course of work as often not be acknowledged.
When things do not go on the right way, then work communication comes. Employees are often been reprimanded, condemned, or criticized. The key focus of corporate managers has been directed on achieving corporate set objectives; the feelings and emotions of employees have become secondary. Employees’ objectives has either be ignored or become secondary.
This method of managing objectives has often resulted in corporate ineffectiveness.
Thus, I propose managers to consider what I termed it as Management by ASA (Acknowledgment, Supports, and Advancement) in achieving a win-win work culture: both the corporate as well as employees’ objectives.
- Acknowledgement: Employees need to feel that their effort and contributions count, they need to feel that their superior care for them.
- Supports: Employees are there to do their very best, to deliver their very best to achieve corporate objective. What they truly need is the support of their superiors, the mentors, their coaches; not just reprimanding.
- Advancement: Employees want to succeed in life and in their career. Does the company care enough to understand their intrinsic motivation, help them to chart and to advance their career?
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