Management by Objectives. SMART
(Drucker)

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Het bepalen van doelstellingen voor werknemers en het leiden van hun prestatie tegen deze doelstellingen. Verklaring van Management by Objectives van Peter Drucker. ('54). SMART.

Wat is Management by Objectives? Beschrijving

MBO berust op het bepalen van doelstellingen voor elke werknemer en dan het vergelijken en leiden van hun prestatie tegen de doelstellingen die zijn afgesproken. Het poogt de prestatie van de organisatie te verhogen door organisatorische doelen af te stemmen met de doelstellingen van de werknemers in de gehele organisatie. Idealiter, ontvangen de werknemers sterke input om hun doelstellingen en tijdlijnen voor voltooiing, enz., te identificeren.
MBO omvat het ononderbroken volgen van de processen en het verstrekken van terugkoppeling om de doelstellingen te bereiken.

Peter Drucker

Management by Objectives werd voor het eerst geschetst in 1954 door Peter Drucker in zijn boek de "The practice of Management". Volgens Drucker zouden managers de "activiteitenval" moeten vermijden: zo betrokken te geraken in hun dagelijkse activiteiten dat zij hun hoofddoel of doelstelling vergeten. Één van de concepten van MBO was dat in plaats van slechts een paar topmanagers, alle managers van een bedrijf zouden moeten deelnemen aan het strategische planningsproces, om de implementeerbaarheid van het plan te verbeteren. Een ander concept van Management by Objectives was, dat managers een reeks van prestatiesystemen zouden moeten invoeren, die worden ontworpen om de organisatie te helpen om goed te functioneren. Het is duidelijk, dat Management by Objectives zo als een voorloper van Value Based Management (Waardesturing) kan worden gezien.

Principes van Management by Objectives

• Het naar beneden doen overnemen van organisatorische doelen en doelstellingen,

• Specifieke doelstellingen voor elk lid,

• Participatieve besluitvorming,

• Expliciete tijdspanne, en

• Prestatie-evaluatie en het geven van feedback.

Management by Objectives introduceerde ook de SMART methode voor het controleren van de geldigheid van de doelstellingen, die "SMART" zouden moeten zijn:

• Specifiek

• Meetbaar

• Uitvoerbaar (Achievable)

• Realistisch, en

• Tijdsgebonden.

In de jaren '90, plaatste Peter Drucker de betekenis van deze methode van het managen van organisaties in perspectief, toen hij zei: "Het is alleen maar een van de hulpmiddelen. Het is niet de grote genezing voor managementondoelmatigheid… Management by Objectives werkt als u de doelstellingen weet, 90% van de tijd weet u dat niet."

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Vergelijk met Management by Objectives: CSFs and KPIs (KSFen en KPIs)  |  Wetenschappelijk Management  |  Value Based Management (Waardesturing)  |  Op Resultaten Gebaseerd Leiderschap  |  RACI  |  Veranderingsfasen |  Zeven Eigenschappen  |  Zeven Verrassingen voor CEOs  |  Path-Goal Theorie  |  Leiderschapcontinuum  |  Resultaatgericht Management  |  Hoshin Kanri Strategievorming

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