Professional Documents
Culture Documents
Peter Drucker in his book, The Practice of Management (1954) first discussed about
literature available many people have tried to voice their opinions for and against MBO.
During the review of MBO, I came across many conflicting ideas which make it difficult
this review are satisfied with Peter Drucker’s take on MBO. The difference in opinion is
mentioned separately.
For starters, Peter Drucker himself seems to have had contrasting opinions. During the
90’s, he equivocated on the fact that MBO, could prove to be effective if & only if the
Management had a clear vision of the Objective. He went on to say that only 10% of all
Managements practicing this style would bear desirable results. This, he justifies by
stating that most of the managers who are involved in seeing the project through, mostly
always focus on the day to day activities instead of the long run objectives, which are
invariably forgotten.
Peter Drucker also suggests that strategic planning is traditionally done by the top
level of the management. However they are not physically present while implementing
the same. This gives rise to difference in opinion & perspectives. If these opinions are
not voiced at the beginning of the strategy development & implementation phase, it is
most likely to fetch sub standard results. The Middle Managers need to understand the
feasibility of the strategy being proposed & believe that the same can be achieved. Most
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often, the communication between the top & middle managers are limited to automated
the fact that the Line managers should also actively participate in the formulation of
MBO, where the operatives as well as line managers work towards achieving their set of
goals, most often individually and in their own ways. They are expected to be flexible in
their approach. When every single employee has finished the task assigned to them,
these are all merged together and handed over to the respective departments.
However, he also states that the managers shouldn’t just stop at distributing the job;
they should also suggest the best methods of implementing & achieving these short
term goals.
Peter Drucker also suggests that since MBO relies heavily on the distribution of work
it is essential to review the Goals & Objectives frequently. The Line managers should be
actively involved in getting feedbacks from the operatives & communicating the same
with the middle managers. It is very important that every employee knows what is
expected off him/her & their duties & responsibilities towards achieving the desired
goals & Objectives. He expects the employees to be competitive and have essential
bases industries.
The chances of the company achieving their goals & objectives without going off course
due to unforeseen conditions are at most, rare. These unforeseen circumstances can
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range from low level of employee motivation, weather conditions, country’s economy,
strikes, to bankruptcy of suppliers etc. Therefore, it is essential that a Roll over plan is
in place at all times. This is usually easy to implement during contingencies as all
important steps have already been broken down. This ensures that the business can
Once the production process is operating and fully functional the middle managers are
expected to follow up with the Line managers with regards to the course of action
being taken. This can be done either through meetings or through Management Support
Systems. Briefings & Debriefings at a consistent rate ensures that the efforts are in line
Considering that previous goals had been achieved, the middle managers are expected
to evaluate the entire process & highlight the pro’s & con’s of every action taken by the
line manager in order to achieve higher productivity the next time around. Motivating the
Recognition, bonus etc is commonly used & effective in keeping the morale high. (Refer
Citation 1&2.)
Andy Grove, program manager at Intel is of the opinion that when following MBO, it is
important to keep the objectives short & precise. He states that Managers should be
actively involved in the process of reviewing & revising goals at all times. They should
have a good understanding of the long term objective & should recognize when to
implement changes in the short term goals that help in attaining them.
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Rigidity in operations is also one of the limitations faced by MBO style organizations. It
is expected that every possible methods of achieving goals & Objectives are considered
and narrowed down to a few recommended modus operandi. This means any other
approach towards achieving these objectives technically result into violations of the
modus operandi even though they seem to be generating desirable outcomes. He also
recognizes that every employee has their own ways of achieving targets, therefore in
W. Edwards Deming mentions that MBO can prove to be successful only if all the
employees have a clear understanding of the Objective that had been previously
defined. Failing this, achieving these targets becomes much too difficult, not to mention
the waste of time & resources. The author of the 14 Points (Total Quality Management)
also mentions in his 7th point that the managers should be involved directly in the
production process, that they should take initiatives to lead from the front, rather than
wait to review the report submitted by the line managers. He also points out the fact the
Peter Drucker had made it abundantly clear that a systematic step by step approach
was required in order to make MBO a successful strategy which seems to be difficult to
Mr. Ethan Winning, former Vice President of Personnel for Wells Fargo Bank, has
According to him Management by Objective can hold good only in those departments
which are dependent more on analyzing figures & assess performance. However he
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also states that MBO still retains an important place in any organization as it helps in
following MBO practice as opposed to not applying the same. (Ref Citation 7)
Following the success of MBO in the commercial field, attempts were made to apply
them in the Military sector of USA. However, the results were astonishingly negative.
The reasons identified were the formal structure of the army that does not allow for
flexibility, authoritative nature of the person handling the projects, difference in opinion
that leads to low levels of output. Since the power of making decision usually rests in
the hand of the commander in these institutions, it negates the theory of empowerment
& flexibility. Lieutenant colonel Philip J.Perles, is of the opinion that MBO is more of a
success where the above mentioned shortfalls can be implemented on a real time basis
& therefore admits that it can be used in limited areas of the military. (Ref Citation 8)
The combined review of these renowned authors focus on the following limitations:
Empowerment
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Implementation of change
If the communication between the middle managers & Line managers are not
frequent & adequate it may lead to undesirable results. Deadlines also imply that
each sub category of work that was entrusted to individual employees, be ready
in time. Failing this it would mean delays in putting together the job that was
few employees of a team due to boredom, dissatisfaction, low morale etc might
achieving goals & Objectives. That being said it is expected that the hiring
process is carefully screened to filter the best possible employees from the job
market. Hiring based on experience in the relevant sectors are usually very
popular these days as they imply reduced costs in training. However, this also
reduces the company’s chances of gaining new ideas from the inexperienced
individuals. These ideas could be of utmost use as their perspectives are not
experienced employees.
non relevant back grounds to hamper the progress & speed of the task. Since it
is expected that every employee know what is required off them, these
candidates are likely to stray off course due to lack of job knowledge.
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The following points, in my opinion, explain how these limitations can be turned
Since MBO relies heavily on the distribution of work it is essential to review the
Goals & Objectives frequently. The Line managers should be actively involved in
getting feedbacks from the operatives & communicating the same with the middle
managers. It is very important that every employee knows what is expected off
him/her & their duties & responsibilities towards achieving the desired goals &
Objectives.
In order to avoid boredom arising out of working on the same assignment &
tasks, a rota should be prepared which gives way to healthy job rotation amongst
the employees. This will also ensure that every employee gets to add on to his
employees based on their efforts. This can be done by rewarding the employees
the employees & managers through get-togethers, social events, staff parties etc.
This will ensure that there are few or negligible communication gaps between the
managers & the operatives & also a high morale which leads to increased
outputs.
that require key skill trainings should be allowed to work on their desired core
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Employee evaluation should be followed by one to one interviews to try &
scope for improvement at all times & focus on realizing short term plans rather
It is essential that recruitment be done without any bias and with the end result of
Despite all these limitation MBO is known to attain desired results. Overcoming these
management.
CONCLUSION
Based on all of the review the bottom line, in my opinion is that MBO can prove to be
two of them are visibly linked to each other & neither can be a success on its own.
Once the employees are made aware of their duties & responsibilities, a constant in the
form of motivation, feedbacks, evaluations, appraisals, etc can be used to harness all
the skills of employees that are essential for the growth of any organization.
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Management by Objective from my understanding was the launching pad of all the
newer & modified versions of Management. Therefore there are no chances of MBO
becoming obsolete as a concept in practice because it deals with the simple logic of
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CITATIONS
March,2010]
3. http://www.1000ventures.com/business_guide/mgmt_mbo_main.html
0262541165
5. http://www.1000ventures.com/business_guide/mgmt_mbo_main.html
6. http://www.ewin.com/articles/obexre.htm
7. http://jom.sagepub.com/cgi/content/abstract/7/1/53
8. http://www.airpower.au.af.mil/airchronicles/aureview/1979/sep-oct/perles.html
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