Turning the Objectives into Actions

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Turning the Objectives into Actions
John Troughton, Sustainable Business Management, Australia

Drucker rightly identified the need for strategy and objectives, but did not pursue how to turn the objectives into actions. We have.

Do NOT plan Activities!
Stefan Knauer, Geschäftsführer, Germany
In my opinion this is exaclty the strong point for MBO, that you do NOT plan activities, but define responsabilities by defining objectives for your employees (and the management objectives in which those need to be embedded).
This means a cultural challenge - not to define the actions but the outcome of them!

Drucker concepts
John Troughton, Sustainable Business Management, Australia
Business has the social responsibility to
1 define the action
2 define the performance
3 allocate the responsibility
4 review performance
Individuals have a wish to succeed, imagination and initiative and have "freedom to act, but with responsibility" so
1 are free to carry out the action in any way they like
2 are responsibly for their actions
3 co-operatively review their actions.
So yes the management culture has changed for both the manager and the individual.

MBO is a Very Wide Concept
ahmed mahmoud ahmed abdo, ex-lecturer at the faculty of commerce Banha University, Egypt
Although I taught & trained junior managers and students on MBO, still I find it a very wide scope to the extent that it can't be limited unless temporally, since it involves a lot of depth because it is made up of multiple thoughts, ideas, actions, evaluation, review, correction etc. In brief, MBO embraces too much elements which make it rather everlasting.

Management By Objectives
Hubbard, Student (University), United Kingdom
By not defining specifics has Drucker not given his a view a multicultural perspective?


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