Gerencia por Objetivos. SMART

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Definiendo los objetivos para los empleados y dirigiendo su desempeño contra estos objetivos. Descripción del Gerencia por Objetivos de Peter Drucker. ('54). SMART.



Peter Drucker - Gerencia por Objetivos ¿qué es la Gerencia por Objetivos? Explicación

El MBO descansa en la definición de objetivos para cada empleado y después comparar y dirigir su desempeño contra los objetivos que se han fijado. Apunta a aumentar el desempeño de la organización emparejando metas de organización con los objetivos de los subordinados dentro de la organización. Idealmente, los empleados reciben un fuerte soporte para identificar sus objetivos, cronogramas para completarlos, etc.
El MBO incluye un seguimiento contínuo de la trayectoria de los procesos y el abastecimiento de retroalimentación para alcanzar los objetivos.

Peter Drucker

La Gerencia por Objetivos primero fue delineada por Peter Drucker en 1954 en su libro “La Gerencia de Empresas”. Según Drucker los gerentes deben evitar “la trampa de la actividad”, que atrapa en las actividades cotidianas y los hace olvidar su propósito u objetivo principal. Uno de los conceptos del MBO era que, en lugar de algunos gerentes de la alta dirección, todos los gerentes de una firma, deben participar en el proceso del planeamiento estratégico, para mejorar la implementabilidad del plan. Otro concepto de la Gerencia por Objetivos es, que los gerentes deberían implementar una gama de sistemas de desempeño, que son diseñados para ayudar a la organización a funcionar bien. Claramente, La Gerencia por Objetivos se puede ver como el precursor de la Gestión Basada en Valor.

Principios de la Gerencia por Objetivos

  • Conexión en cascada de las metas y objetivos de la organización,

  • Objetivos específicos para cada miembro,

  • Toma de decisiones participativa,

  • Período de tiempo explícito, y

  • La evaluación de desempeño y provisión de retroalimentación.

La Gerencia por Objetivos también introdujo el método SMART para comprobar la validez de los objetivos, que deben ser “SMART” (listo):

  • Específico (Specific)

  • Medible (Measurable)

  • Factible (Achievable)

  • Realista (Realistic), y

  • Especificado en el tiempo (Time-related).

En los años 90, Peter Drucker puso la significancia de este método de gestión de la organización en perspectiva, cuando dijo: “Es apenas otra herramienta. No es la gran cura para la ineficacia de la gestión… El Gerencia por Objetivos trabaja si usted sabe los objetivos, el 90% del tiempo que usted no lo hace.”

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Recursos - Gerencia por Objetivos, SMART

Noticias sobre Objectivos Drucker


Noticias sobre Smart Gerencia


Vídeos sobre Objectivos Drucker


Vídeos sobre Smart Gerencia


Presentaciones sobre Objectivos Drucker


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Compare La Gerencia por Objetivos, con: Factores Críticos de Éxito y Indicadores Clave de Desempeño  |  Gerencia Científica  |  (Gestión Basada en Valor  |  Liderazgo Basado en Resultados  |  RACI  |  Gestión del Cambio  |  Siete Hábitos  |  Siete Sorpresas para los Presidentes de Directorio Nuevos  |  Teoría de la Trayectoria-Meta  |  Modelo del Liderazgo Continuo  |  Gerencia Orientada por Resultados  |  Metodología Hoshin Kanri

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