an objective-setting process which increases commitment by involving employees in setting their own objectives. MBO was championed by Peter Drucker..
is a management theory that calls for managing people based on documented work statements mutually agreed to by manager and subordinate. Progress on these work statements is periodically reviewed, and in a proper implementation, compensation is usually tied to MBO performance.
In ICS, this is a top-down management activity which involves a three-step process to achieve the incident goal. The steps are: establishing the incident objectives, selection of appropriate strategy(s) to achieve the objectives, and the tactical direction associated with the selected strategy. Tactical direction includes: selection of tactics, selection of resources, resource assignments, and performance monitoring.
The precursor to Hoshin planning; introduced by Peter Drucker in his 1954 book, The Practice of Management.
A system in which specific performance objectives are jointly determined by subordinates and their superiors, progress towards objectives is periodically reviewed, end results are evaluated and rewards are allocated on the basis of this progress.
Managing and evaluating an employee's performance by setting performance goals/objectives
("MBO") management theory that calls for managing people base d on document ed work statements mutually agreed to by manager and subordinate. Progress on these work statements is periodical ly review ed, and in a proper implementation, compensation is tied to MBO performance. [D00974] VPM 291-4 Level 3 of a five level Dynamic Baseline Model structure in which establishing and maintaining the project objectives as the reference point and managing and manipulating the method s at Level 2 ( MBM) and the rules at Level 1 ( MBR) as appropriate to that horizon. The graduated learning process is important in this regard: these manipulations require a strong grounding in the method s and the rules, knowledge of the tools and their limitations, knowing which rules to break and the implications of doing so. At this Level, an employee is expected to make the decision s and trade-off s that will help the project meet its objectives. [D04373] 33
The process by which performance objectives are agreed between managers and their employees, which are regularly reviewed and against which performance is rewarded.
A participative goal-setting process that enables the manager or supervisor to construct and communicate the goals of the department to each subordinate. At the same time, the subordinate is able to formulate personal goals and influence the department's goals.
A system of managerial leadership that defines individual managerial responsibilities in terms of corporate objectives. (PMI)
Specifies the performance goals that an individual hopes to attain within an appropriate length of time.
Planning and control method of management which seeks congruence between management and employee goals. Performance goals are jointly agreed upon by management and employee and subsequently evaluated.
Management by Objectives (MBO) is a process of agreeing upon objectives within an organization so that management and employees agree to the objectives and understand what they are.
