Management by Objectives. SMART
(Drucker)

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Het bepalen van doelstellingen voor werknemers en het leiden van hun prestatie tegen deze doelstellingen. Verklaring van Management by Objectives van Peter Drucker. ('54). SMART.

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Peter Drucker - Management by ObjectivesWat is Management by Objectives? Beschrijving

MBO berust op het bepalen van doelstellingen voor elke werknemer en dan het vergelijken en leiden van hun prestatie tegen de doelstellingen die zijn afgesproken. Het poogt de prestatie van de organisatie te verhogen door organisatorische doelen af te stemmen met de doelstellingen van de werknemers in de gehele organisatie. Idealiter, ontvangen de werknemers sterke input om hun doelstellingen en tijdlijnen voor voltooiing, enz., te identificeren.
MBO omvat het ononderbroken volgen van de processen en het verstrekken van terugkoppeling om de doelstellingen te bereiken.


Peter Drucker

Management by Objectives werd voor het eerst geschetst in 1954 door Peter Drucker in zijn boek de "The practice of Management". Volgens Drucker zouden managers de "activiteitenval" moeten vermijden: zo betrokken te geraken in hun dagelijkse activiteiten dat zij hun hoofddoel of doelstelling vergeten. Één van de concepten van MBO was dat in plaats van slechts een paar topmanagers, alle managers van een bedrijf zouden moeten deelnemen aan het strategische planningsproces, om de implementeerbaarheid van het plan te verbeteren. Een ander concept van Management by Objectives was, dat managers een reeks van prestatiesystemen zouden moeten invoeren, die worden ontworpen om de organisatie te helpen om goed te functioneren. Het is duidelijk, dat Management by Objectives zo als een voorloper van Value Based Management (Waardesturing) kan worden gezien.


Principes van Management by Objectives

  • Het naar beneden doen overnemen van organisatorische doelen en doelstellingen,

  • Specifieke doelstellingen voor elk lid,

  • Participatieve besluitvorming,

  • Expliciete tijdspanne, en

  • Prestatie-evaluatie en het geven van feedback.

Management by Objectives introduceerde ook de SMART methode voor het controleren van de geldigheid van de doelstellingen, die "SMART" zouden moeten zijn:

  • Specifiek

  • Meetbaar

  • Uitvoerbaar (Achievable)

  • Realistisch, en

  • Tijdsgebonden.

In de jaren '90, plaatste Peter Drucker de betekenis van deze methode van het managen van organisaties in perspectief, toen hij zei: "Het is alleen maar een van de hulpmiddelen. Het is niet de grote genezing voor managementondoelmatigheid… Management by Objectives werkt als u de doelstellingen weet, 90% van de tijd weet u dat niet."


Management by Objectives, SMART Forum
  Great Book on Management by Objectives
A great book I wrote to learn about Management by Objectives is " 
   
 
  Is Management By Objectives Transferable to the Care Sector?
I'm currently working in care as a team leader and I'm looking for a good way to manage staff. Any suggestions/experiences on whether or not MBO is transferable to this environment?...
     
 
  Mitigating the Disadvantages of Management By Objectives
How can we deal with the disadvantages of MBO?...
     
 
  Objectivity in the Measuring / Evaluating Objectives
Drucker introduced a very pertinent concept in management which - if effectively implemented - brings about noticeable improvements in organization.
However, the challenge being faced is the objective measuring of set goals/targets. Some jobs...
     
 
  Management By Objectives in Public Management
How to introduce Management By Objectives (MBO) in public organizations? Who can share some experiences? Thanks......
     
 
  What Consequences if Top Executive don't do what they Promised
Can somebody give exemples or hints of what kind of consequences the CEO of a company could take if his executive team repetively doesn't deliver what they promised?...
     
 
  Management by Planning Should Replace Management by Objectives
2 of the most respected men in management theory, Drucker and Deming, disagreed over MBO. Deming proposed that MBO did not take into account the scientific difference in variation of results caused by assignable...
     
 
  Mutual Commitment is the Basis of Management by Objectives
The idea of Peter Drucker on management by objectives is based on the integration of different hierarchical levels of the company. The common point is the commitment, responsibility and maturity. It is to achieve the objectives through a common ch...
     
 
  Procedure on Developing Objectives and Monitoring
I am in urgent need of subject procedure and willing to pay. I.e. what's the procedure on writing SMART objectives and monitoring through scorecards....
     
 
  Management by Initiatives!
To my personal considerations, MBO has had its day. It's time to add a new dimension to this 'age old' management style which reminds me of macho-management of the 60's and 70's (sic).
What should replace MBO is what I call MBI (Management by I...
     
 
  Mission Statements and Management by Objectives
Many organisations have a mission statement that tries to encapsulate the overall strategic management of their company.
Such statements are designed to implicitly state the organisations objectives in the broader sense. Yet this often fa...
     
 
  Does Management by Objectives Work in a Church?
I find a lot of problems in church as a pure non profit organization. There is no a clear vision. There are not measurable objectives.
How can I implement MBO in church?...
     
 
  Circumstances for Management By Objectives?
MBO is applicable in the right situation / circumstances only: in small and middle business scale. My experience is not really good when I was CEO for a big company with over 3,000 workers with heterogene skill levels....
     
 
  Turning the Objectives into Actions
Drucker rightly identified the need for strategy and objectives, but did not pursue how to turn the objectives into actions. We have....
     
 
  How to Implement Management By Objectives?
How should one implement management by objectives?...
     
 
  Management By Objectives Examples
Can anyone give some examples of organizations using MBO successfuly today?...
     
 
  Management by Objectives and Clear Objectives
MBO gives clear direction to an employee what he is paid to do.... Under SMART whatever you do beyond set objectives goes in vain... Clearly defined objectives will be a greater use to him to avoid this. The million dollar question here is, how many ...
     
 
  SMART is Always Smart...
This is called you define your objectives... Though the implementation is tough.. The results are far from your imagination... Thats how they say... "good things don't come easily" - good to read it here....
     
 
  Setting SMART Objectives
What would be the best SMART objectives to set for the first-line manager, who just started on the job in the retail industry in the current economic crisis...
     
 
  Management by Objectives Needs Tracking and Feedback
I would like to dedicate my opinion on MBO. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. MBO includes ongoing tracking and feedback in the process to reach objectives, employ...
     
 

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Expert Tips (ENG) - Management by Objectives, SMART Premium
 

Advantages of Management by Objectives for the Organization

MBO has many benefits for the various parties concerned.
Some benefits of MBO for the organization are:
1. The effectiveness of the m...
Usage (application): Benefits of MBO at Firm Level
 
 
 

Advantages of Management by Objectives for the Employee

MBO has many benefits for the various parties concerned.
Some benefits of MBO for the employee are:
1. He knows what he has to do
...
Usage (application): Benefits of MBO for Employees
 
 
 

Advantages of Management by Objectives for the Manager

MBO has many benefits for the various parties concerned.
Some benefits of MBO for the manager are:
1. Motivates the subordinates
...
Usage (application): Benefits of MBO for Managers
 
 
 

Guidelines for Managing by Objectives

W. A. Danny developed 10 rules for MBO systems to be effective:
1. The boss must be devoted to and involved in the MBO program.
2. Goals mus...
Usage (application): Implementing Management by Objectives, Best Practices
 
 
 

How Management By Objectives Establishes Buy-In, Commitment and Engagement

The most critical obstacles in managing is none other than the buy-in or commitment of the team. Or what the newly fad term calls 'en...
Usage (application): Employee Participation
 
 
 

Other Versions of SMART Method: SMARTIE

We often use 2 extra terms in SMART and then call it SMARTIE:
- Inspiring
- Enthousiasm.
It puts the word SMART into another perspectiv...
Usage (application): MBO
 
 
 

Best Practices to Better Target Setting

In most organizations it is very common to specify organizational targets with the aim of increasing performance. This seems to be a successful way to...
Usage (application): Management by Objectives, SMART, Business Performance Management, Balanced Scorecard, KPIs, CSFs
 
 
 

Management by Dynamic Objectives (MBDO)

Normally MBO works with a particular time frame in mind. Over that period, various kinds of objectives are set and strived after, each achievable with...
Usage (application): Implementing a Flexible MBO System
 
 
 

Managing Intelligent People

Remember it's best to tell clever people WHAT you want, not HOW to do it...
You will find these people more responsive and less defensive if you ...
Usage (application): People Management
 
 
 

Fairness of Managers and Leaders: are Fair Leaders More Effective?

In many studies the relationship between fairness and effective leadership is studied. Managers and leaders are often responsible for decisions direct...
Usage (application): Management, Leadership, HR, Performance Appraisals
 
 

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Vergelijk met Management by Objectives: CSFs and KPIs (KSFen en KPIs)  |  Wetenschappelijk Management  |  Value Based Management (Waardesturing)  |  Op Resultaten Gebaseerd Leiderschap  |  RACI  |  VeranderingsfasenZeven Eigenschappen  |  Zeven Verrassingen voor CEOs  |  Path-Goal Theorie  |  Leiderschapcontinuum  |  Resultaatgericht Management  |  Hoshin Kanri Strategievorming


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Auteursrecht 2016 12manage - The Executive Fast Track. V14.0 - Laatst bijgewerkt op: 29-7-2016. Alle namen zijn tm van hun eigenaren.