Professional Documents
Culture Documents
Management by Objectives
Management by Objectives
Management by Objectives
A process through which specific goals are set collaboratively for the orgn. , every unit
and individual within it, the goals are then used as a basis for planning, managing
Organisational activities and assessing and rewarding contributions.
Features :
• Empasises in joint goal setting
• Focuses on goals (what must be accomplised) & plans (methods as how to
accomplish it)
• Facilitates control through periodic development & evaluation
• It’s a systematic & rational technique that allows management to attain maximum
results.
MBO PROCESS
STEPS
Goal – Setting
(Long term goals)
|
Establish Specific Performance Objectives
|
Develop Action Plans
|
Appraise Results
|
Take Corrective Action
STRATEGIC PLANNING PROCESS
A framework that categorises a firm’s business units, by the market share that they hold
and the growth rate of their respective markets. (Bruce anderson of Boston consulting
group)
2 Imp. Dimensions to be considered :
• Market Share
• Market Growth
Categories in portfolio of a company :
1. Stars : Strategic Business units that have High growth & High Market Share
2. Cash Cows : SBUs that hv Low growth & High market share (provide lot of cash
for the firm)
3. Question Marks : SBUs that hv Low growth & Low Marktet share (problem
child or wild cat)
4. Dogs : SBUs that hv a High growth & Low market share
DECISION MAKING
1. Awareness of Problem
2. Diagnose & state the problem
3. Develop the alternatives
4. Evaluate the alternatives
5. Select the Best Alternative
6. Implement & verify the Decision
Types of Decisions :
1. Basic & Routine decisions
2. Personal vs. Organisational decisions
3. Programmed & Unprogrammed decisions
DECISION TREE
It is a model, graphic decision-making tool typically used to evaluate decisions,
containing a series of steps.
Authority :
The formal and legitimate right of a manager to make decisions, issue orders, and
allocate resources to achieve goals.
Delegation :
The process by which a manager assigns a portion of his total work load to others.
Organisation Structure
Types : 2
THREE PILLARS OF
DELEGATION
• Legitimate power
• Coercive power
• Reward power
• Expert power
• Referent power
• Information power
Types of Organisation
Span of Management(Control/supervision/authority/responsibility)
It indicates the number of persons that a manager can manage effectively. It describes
the number of subordinates that report to each manager.
Different Concepts of Span of Management :
1. Tall structure – Narrow span on management
2. Flat structure – Broader span of management
3. Graicunas’ Theory of Span of Management (based on mathematical calculations)
Identified three superior-subordinate relationships :
a) Direct Single relationships
b) Direct Group relationships
c) Cross relationships
Formula prescribed : No. of relationships = n(2*n-1 + n-1)
‘n’ stands for no. of subordinates
Factors determining suitable Span of Management
• Quality of leadership of superior
• Competence of subordinates
• Nature of work
• Delegation of authority
• Clarity of plans
• Degree of decentralization
• Methods of communication
• Use of staff assistance
CONTROLLING