The Electrodynamics of Moving Bodies
Running head: The Electrodynamics of Moving Bodies
The Electrodynamics of Moving Bodies
July 12, 2004
Abstract
This paper covers the basic concepts of Management by Objectives (MBO). It also covers a how a founding father of would define MBO. It gives a brief description of the two men that developed the concept. It explains the steps that are essential in the MBO process as well as gives the benefits and criticisms associated with Management by Objectives.
Management by Objectives
In Society today many successful businesses utilize the concepts of Management by Objectives (MBO). Xerox, Intel and Du Pont are three major companies that use these concepts ("Encyclopedia", 2000). Employing the concepts of MBO can be a very useful way to manage and guide a corporation logically and consistently (Cooper & Argyris, 1998). MBO was improved greatly by Peter Drucker and George S. Odiorne, however they were not the inventors of this concept. There are realistically three main steps in the MBO process, but they can be subdivided into more specific tasks to more thoroughly describe them. A good understanding of MBO, as well as the continuous application of the concepts, can prove to be very beneficial for a corporation. MBO can be a very useful tool in management if it is applied correctly; it is unfortunate that not all managers understand the concepts of MBO which in turn highlight its criticisms. Nonetheless, it is the combination of the improper applications as well as lack of effort on the part of the manager that causes Management by Objectives to be deficient.
Management by Objectives can very easily be viewed as a working relationship between a manager and a employee (Cooper & Argyris, 1998). MBO is a process in which corporate management and mid-level managers would set corporate goals. In addition they would determine smaller group goals for the mid-level managers. These goals would
The Electrodynamics of Moving Bodies
July 12, 2004
Abstract
This paper covers the basic concepts of Management by Objectives (MBO). It also covers a how a founding father of would define MBO. It gives a brief description of the two men that developed the concept. It explains the steps that are essential in the MBO process as well as gives the benefits and criticisms associated with Management by Objectives.
Management by Objectives
In Society today many successful businesses utilize the concepts of Management by Objectives (MBO). Xerox, Intel and Du Pont are three major companies that use these concepts ("Encyclopedia", 2000). Employing the concepts of MBO can be a very useful way to manage and guide a corporation logically and consistently (Cooper & Argyris, 1998). MBO was improved greatly by Peter Drucker and George S. Odiorne, however they were not the inventors of this concept. There are realistically three main steps in the MBO process, but they can be subdivided into more specific tasks to more thoroughly describe them. A good understanding of MBO, as well as the continuous application of the concepts, can prove to be very beneficial for a corporation. MBO can be a very useful tool in management if it is applied correctly; it is unfortunate that not all managers understand the concepts of MBO which in turn highlight its criticisms. Nonetheless, it is the combination of the improper applications as well as lack of effort on the part of the manager that causes Management by Objectives to be deficient.
Management by Objectives can very easily be viewed as a working relationship between a manager and a employee (Cooper & Argyris, 1998). MBO is a process in which corporate management and mid-level managers would set corporate goals. In addition they would determine smaller group goals for the mid-level managers. These goals would
References: |Cooper, C. L., & Argyris, C. (Eds.). (1998). The concise Blackwell encyclopedia of management (2nd ed.). Malden, Massachussetts: Blackwell | |Business |Crainer, S. (2000). The ultimate business library : 75 books that made management (2nd ed.). Dover, NH: Capstone. | |Encyclopedia of management |Heller, R. (1985). The pocket manager (1st ed.). New York: Dutton. | |Odiorne, G |Tarrant, J. J. (1976). Drucker, the man who invented the corporate society. Boston: Cahners Books. | -----------------------