Management by Objectives[目标管理]。 SMART[SMART管理法]
(Drucker)

知识中心

   

为员工制定具体工作目标,并以既定目标激励引导员工。 Peter Drucker的Management by Objectives[目标管理]及 (‘54)。 SMART[SMART管理法]解析。

目录

  1. 摘要
  2. 论坛
  3. 最佳实践
  4. Expert Tips
  5. 相关资料
  6. 打印

彼得Drucker - Management by Objectives[目标管理]什么是目标管理? 释义

目标管理(Management by Objectives)就是为每一名员工制定具体的目标任务,并以这些既定的目标去激励、引导、比较员工的工作绩效。 目标管理的目的是,将组织整体目标逐级转化位下属单位和个人的子目标,形成一个完整的目标考评体系,以此来提高组织绩效。 最理想的情况是,由于组织的重视与投入,每一名员工都非常清楚自己的工作目标、任务周期等与之工作紧密相关的内容。
目标管理包括持续跟踪生产运营流程并不断提供反馈意见,直至实现目标。


Peter Drucker

目标管理由管理学大师Peter Drucker提出,首先出现于他的著作《管理实践》(The Practice of Management)一书中,该书于1954年出版。 根据Drucker的说法,管理人员一定要避免“活动陷阱”(Activity Trap),不能只顾低头拉车,而不抬头看路,最终忘了自己的主要目标。 MBO的一个重要概念是企业战略规划不能仅有几个高管来执行,所有管理人员都应该参与进来,这将更有利于战略的执行。 另一个相关概念是,企业要设计有一个完整的绩效系统,它将帮助企业实现高效运作。 由此,可以将目标管理视为Value Based Management[价值管理]的前身。


目标管理原则

  • 组织目标任务要向下细分转化。

  • 要为每一名组织成员制定具体的目标。

  • 所有管理人员参与决策。

  • 要有明确的时间范围。

  • 对绩效进行评估,并提供反馈。

目标管理中有一项SMART法,用以判断目标的有效性。具体解析如下:

  • 具体的(Specific

  • 可测的(Measurable

  • 可完成的(Achievable

  • 现实的(Realistic

  • 有时间维度的(Time-related

1990年代,Peter Drucker在阐释目标管理的意义和重要性时说: “它仅仅是一个管理工具, 绝不是治疗管理疾病的灵丹妙药。 目标管理只有当你真正知道自己的目标时,才会发挥作用。不幸的是,90%的情况下,你并不知道自己的目标是什么。”


目标管理 / SMART管理法论坛
  目标管理的层次问题
1、目标管理来源于目标体系的设计 2、目标体系包括:企业组织层面的战略目标(分阶段的战役目标)、具体业务制造工艺技术层次目标、最后是工作者的目标。 3、企业组织层次的目标要...
     
 
  参与的管理层越多,是否会增加内耗
目标管理很好,但是个人认为得看这个项目的大小,如果是小项目,每个决策都要很多领导参加,可能会增加内耗。时间和人力成本都会增加。...
     
 
  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....
     
 

目标管理 / SMART管理法 小组


小组

目标管理 / SMART管理法 培训|活动


搜索培训、会议及活动项目


最佳实践 - 目标管理 / SMART管理法 高级帐户

Expert Tips (ENG) - Management by Objectives, SMART 高级帐户
 

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
 
 

相关资料 - 目标管理 / SMART管理法 高级帐户
 

新闻

目标 Drucker
     
 

新闻

SMART 管理
     
 

视频

目标 Drucker
     
 

视频

SMART 管理
     
 

简报

目标 Drucker
     
 

简报

SMART 管理
     
 

更多

目标 Drucker
     
 

更多

SMART 管理
     

比较: CSFs和KPIs[关键成功因子和关键绩效指标]  |  Scientific Management[科学管理]  |  Value Based Management[价值管理]  |  Results-Based Leadership[业绩导向领导]  |  RACI[RACI模型]  |  Change Management[变革管理]  |  Seven Habits[七个习惯]  |  Seven Surprises[七大惊奇]  |  Path-Goal Theory[路径-目标理论]  |  Leadership Continuum[领导连续体]  |  Result Oriented Management[业绩导向管理]  |  Hoshin Kanri[方针管理] - Policy Deployment[政策展开]


返回到分类主页: 变革与组织  |  决策与评估  |  人力资源管理  |  领导力  |  计划与项目管理  |  战略与策略


更多管理方法、模型和理论

Special Interest Group Leader

你在这里


关于12manage | 广告服务 | 链接我们 | 隐私 | 服务条款
版权所有 2016 12manage经理人进阶捷径。V14.1 - 最后更新:4-12-2016。各管理方法名称(tm)为其原创者所拥有。