Gerencia por Objetivos. SMART

Centro de Conocimiento


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


  1. Resumen
  2. Foro
  3. Mejores Prácticas
  4. Expert Tips
  5. Recursos
  6. Imprima

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.”

Foro de Gerencia por Objetivos, SMART
  Evaluación del Programa en la Gerencia por Objetivos
¿Que es una Evaluación del programa en la Gerencia por Objetivos? Sus comentarios y respuesta por favor....
  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...

Gerencia por Objetivos, SMART Grupo de Interés Especial

Grupo de Interés Especial

Gerencia por Objetivos, SMART Educación y Eventos

Encuentre un curso, seminario, o evento

Mejores Prácticas - Gerencia por Objetivos, SMART Premium

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

Recursos - Gerencia por Objetivos, SMART Premium


Objectivos Drucker


Smart Gerencia


Objectivos Drucker


Smart Gerencia


Objectivos Drucker


Smart Gerencia


Objectivos Drucker


Smart Gerencia

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

Vuelva a la página principal de Administración: Cambio y Organización  |  Toma de Decisiones y Valuación  |  Recursos Humanos  |  Liderazgo  |  Gerencia de Programas y Proyectos  |  Estrategía

Más Métodos, Modelos y Teoría de la Administración

Special Interest Group Leader

Usted aquí

Acerca de 12manage | Publicidad | Vincúlese | Privacidad | Términos del Servicio
Derechos reservados 2017 12manage – El atajo para ejecutivos. V14.1 – Última actualización: 20-8-2017. Todos los nombres tm pertenecen a sus propietarios.