Management by Objectives。 SMART
(Drucker)

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概要

ピーター Drucker - Management by ObjectivesManagement by Objectivesは何であるか。 記述

次にMBOは各従業員のための目的の定義に置かれた目的に対してパフォーマンスを指示するために比較し、頼り。 それは構成中の部下の目的に組織の目的をマッチさせることによって構成のパフォーマンスを高めることを向ける。 理想的に、従業員は強い完了のための彼らの目的、スケジュール、等を識別するために入力を受け取る。
MBOはプロセスの連続的な追跡し、目的に達するためにフィードバックの提供を含んでいる。


ピーター Drucker

Management by Objectivesは彼の本の1954年にピーター Druckerによって最初に「経営の練習」輪郭を描かれた。 Druckerに従ってマネジャーは彼らの主な目的か目的を忘れていること彼らの日々の活動でそう含まれて得る「活動のトラップ」を避けるべきである。 MBOの概念の1つは戦略計画過程にちょうど少数の上マネジャーの代りにそれ、会社のすべてのマネジャー加わるべきである計画のimplementabilityを増進するためにだった。 Management by Objectivesのもう一つの概念は、そのマネジャー構成を助けるようによく作用するために設計されているパフォーマンスシステムの範囲を実行するべきであるあった。 明らかに、Management by ObjectivesはValue Based Managementの前任者としてこうして見られる缶詰になる。


Management by Objectivesの原則

  • 組織の目的および目的の滝のように落ちること、

  • 各メンバーのための特定の目的、

  • Participative決定の作成、

  • 明確な期限、

  • 性能評価はフィードバックを提供し。

Management by Objectivesはまた「SMART」べきである目的の妥当性を点検するためのSMART方法をもたらした、:

  • 特定

  • 測定可能

  • 達成可能

  • 現実的、

  • 時間と関係する。

90sでは、彼が言ったときに、ピーター Druckerは見通しにこの構成マネージメントメソッドの重大さを入れたと: 「それは公正別の用具である。 それはでない経営の非能率のための大きい治療… Management by Objectivesは目的を知っていれば、あなたが」。時間の90%を働かせる


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Management by Objectivesをと比較した: CSFs and KPIs  |  Scientific Management  |  Value Based Management  |  Results-based Leadership  |  RACI  |  Change Management  |  Seven Habits  |  Seven Surprises  |  Path-Goal Theory  |  Leadership Continuum  |  Result Oriented Management  |  Hoshin Kanri -方針の配置


経営ハブに戻る: 変更と組織方針決定と評価人材リーダーシップ  |  プログラム・プロジェクト管理  |  戦略


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