Management by Objectives (MBO)

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Management by Objectives (MBO)

1.

The Practice of Management (1954) (Chap. 11 "Management by Objectives and Self-Control")
by Peter F. Drucker. 404 pgs.

Book

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Title Page

Contents

Preface

Introduction: The Nature of Management

Chapter 1: The Role of Management

Chapter 2: The Jobs of Management

Chapter 3: The Challenge to Management

Part One: Managing A Business

Chapter 4: The Sears Story

Chapter 5: What is a Business?

Chapter 6: What is Our Business-- and What Should It Be?

Chapter 7: The Objectives of a Business

Chapter 9: The Principles of Production

Part Two: Managing Managers

Chapter 10: The Ford Story

Chapter 11: Management by Objectives and Self-Control

Chapter 12: Managers Must Manage

Chapter 13: The Spirit of an Organization

Chapter 14: Chief Executive and Board

Chapter 15: Developing Managers

Part Three: The Structure of Management

Chapter 16: What Kind of Structure?

Chapter 17: Building the Structure the Three Structural Requirements of the Enterprise--Organiztion for Performance--The Least Possible Number of Management Levels--Training and Testing Tomorrow's Top Managers--The Two Structural Principles--Federa

Chapter 18: The Small, the Large, the Growing Business

Part Four: The Management of Worker and Work

Chapter 19: The IBM Story

Chapter 20: Employing the Whole Man

Chapter 21: is Personnel Management Bankrupt?

Chapter 22: Human Organization for Peak Performance

Chapter 23: Motivating to Peak Performance

Chapter 24: The Economic Dimension

Chapter 25: The Supervisor

Chapter 26: The Professional Employee

Part Five: What It Means to be a Manager

Chapter 27: The Manager and His Work

Chapter 28: Making Decisions

Chapter 29: The Manager of Tomorrow

Conclusion the Responsibilities of Management

Selected Bibliography

Index
2.

Organizational Behavior: Foundations, Theories, and Analyses ("Management by Objectives Approach" begins on p. 242)
by John B. Miner. 888 pgs.

Book

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The book begins with a treatment of the role of science and the nature of theory and research. A discussion of the early origins and history of organizational behavior follows. This is the most comprehensive coverage of how organizational behavior emerged and grew. It presents and evaluates the first generation theorists, whose work began during the first 20 years. The subject matter covered is motivation, leadership, and organizational decision making. The institutional culture of organizational behavior is discussed and a vision for the future of the field is stated. Here the early history and the evidence from the theories are brought together in an effort to assess the identity of organizational behavior and where it might be headed.

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Title Page

Preface

Acknowledgments

Contents

Part I: Foundations and Origins

Chapter 1: Theory, Research, and Knowledge of Organizational Behavior

References

Chapter 2: Multidisciplinary Origins of Organizational Behavior

References

Chapter 3: Multidisciplinary Origins of Organizational Behavior

References

Chapter 4: Establishing the Ground Against Which Organizational Behavior Became Figure

References

Chapter 5: Uncertainty and the Genesis of Theory

References

Part II: First-Generation Theories: Motivation

Chapter 6: Theories of Motivation Rooted in Personality Theory

References

Chapter 7: Motivation Theories That Relate to Job Enrichment

References

Chapter 8: Theories of Motivation Rooted in Learning Theory

References

Chapter 9: Theories of Motivation Rooted in Social Psychology

References

Part III: First-Generation Theories: Leadership

Chapter 10: Leadership Theories Built on Motivational Constructs

References

Chapter 11: Participative Leadership Theories

Reference

Chapter 12: Further to the Contingency Approach in Leadership Theory

References

Part IV: First–generation Theories: Systems Concepts of Organization

Chapter 13: Organizational Level Theories with Roots in Group Dynamics and Group Leadership

References

Chapter 14: Comprehensive Psychological Open Systems Theories

References

Chapter 15: Sociological Open Systems Theories

Reference

Chapter 16: The Technological Imperative

Reference

Chapter 17: Differentiation and Integration in the Contingency Theory of Organization

References

Part V: First-Generation Theories: Bureaucracy-Related Concepts

Chapter 18: Theory and Research That Remain Close to the Weberian Origins

References

Chapter 19: Theoretical Variants on the Bureaucratic Theme

References

Chapter 20: Goal Congruence Theory and the Route to Organization Development

References

Chapter 21: The Mix of Organization Development and Leadership

References

Part VI: First-Generation Theories: Organizational Decision Making

Chapter 22: Theories of Decision Process

References

Part VII: Second-Generation Theories:

Chapter 23: Theories of Behavior in Organizations and of Attribution Processes

References

Part VIII: Second-Generation Theories: Leadership

Chapter 24: Implicit Leadership Theories and Substitutes for Leadership

References

Chapter 25: Charismatic and Transformational Theories

References

Part IX: Second-Generation Theories: Concepts of Organization

Chapter 26: Resource Dependence, Organizational Ecology, and Neoinstitutional Theories

References

Part X: Second-Generation Theories: Organization Decision Making

Chapter 27: Image Theory

References

Part XI: From Generation to Generation

Chapter 28: Institutional Culture of Organizational Behavior and a Vision

References

Name Index

Subject Index
3.

Strategic Planning for Public Managers (Chap. 8 "Tactical (Operational) Planning: Tying Strategic Planning to the Budget")
by James L. Mercer. 222 pgs.

Book

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Designed for local government managers and administrators, this pioneering work offers a clear and comprehensive guide to the use of strategic planning techniques in the public sector. The author presents a concise overview of the strategic planning process, defines the terms involved, and provides a step-by-step methodology for organizations ready to move into the actual implementation of strategic planning.

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Title Page

Contents

Illustrations

Foreword

Notes

Acknowledgments

Chapter 1: Introduction

Notes

Appendix: Emerging Trends and Directions in Local Government

Chapter 2: Strategic Planning: a Comprehensive Model

Notes

Chapter 3: Preparing to Plan

Chapter 4: Conducting an Environmental Scan to Determine Strategic Issues

Notes

Chapter 5: Developing a Mission Statement

Notes

Chapter 6: Developing Strategies

Notes

Chapter 7: Assessing Strategic Risks/Benefits

Note

Appendix: Method for Evaluating Competing Strategies: a Hypothetical Example

Chapter 8: Tactical (Operational) Planning: Tying Strategic Planning to the Budget

Notes

Chapter 9: Tools for Strategic Planning

Notes

Chapter 10: Launching the Plan and Beyond

Notes

Chapter 11: Case Studies in Public Sector Strategic Planning

Notes

Appendix: Glossary of Strategic Planning Terms

Select Bibliography

Index

About the Author
4.

Taylorism Transformed: Scientific Management Theory since 1945 (Chap. 4 "Virtue as Managerial Vision: Peter F. Drucker and Management by Objectives")
by Stephen P. Waring. 288 pgs.

Book

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Title Page

Contents

Preface

Introduction: Politics in Management History

1: Taylorism and beyond

2: Management by the Numbers

3: Economics and Cybernetics

4: Virtue as Managerial Vision

5: The Rationality of Feelings

6: Capitalism without Class?

7: The American Samurai

Conclusion: The Management Theory of Value

Notes

Bibliography

Index
5.

Public Sector Performance: Management, Motivation, and Measurement (Chap. 12 "MBO in State Government")
by Evan M. Berman, Richard C. Kearney. 372 pgs.

Book

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Taken as a whole, this volume provides a performance compass for today's public managers, helping them to reconstruct the public confidence in, and support of, government.

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Title Page

Aspa Classics

Contents

Tables and Figures

Introduction

Part One Performance Foundations

1: Productivity and the Process of Organizational Improvement: Why We Cannot Talk to Each Other

Summary and Conclusions

Notes

2: A Capacity-Building Framework a Search for Concept and Purpose

3: The Deadly Sins in Public Administration

4: Humanizing Public Administration

Notes

Summary

5: Initiating Change That Perseveres

6: Turnaround at the Alabama Rehabilitation Agency

Conclusions

References

7: Common Barriers to Productivity Improvement in Local Government

Conclusions

Notes

8: Recognizing Management Technique Dysfunctions: How Management Tools Often Create More Problems Than They Solve

Conclusion: Strategies for Controlling Management Technique Dysfunctions

Notes

Part Two Performance Strategies

9: Municipal Management Tools from 1976 to 1993: An Overview and Update

Conclusions

References

10: Putting a Powerful Tool to Practical Use: The Application of Strategic Planning in the Public Sector

Notes

11: Reorganizations and Reforms: Promises, Promises

Notes

References

12: Mbo in State Government

13: Motivational Programs and Productivity Improvement in Times of Limited Resources

Notes

14: A Technique for Controlling Quality

15: Adapting Total Quality Management (tqm) to Government

Notes

Summary

References

16: Computer Technology and Productivity Improvement

Conclusion

Notes

17: Organizational Decline and Cutback Management

18: An Empirical Study of Competition in Municipal Service Delivery

Conclusion

Notes

Part Three Performance Measurement

19: Excellence in Public Service- How Do You Really Know?

Notes

20: The Self-Evaluating Organization

21: Program Evaluation and Program Management

22: Performance Measurement Principles and Techniques: An Overview for Local Government

23: Measuring State and Local Government Performance: Issues to Resolve Before Implementing a Performance Measurement System

Conclusion

Notes

References

24: Developing Performance Indicators for the Pennsylvania Department of Transportation

Index
6.

MBO in Municipal Government: Variations on a Traditional Management Tool, in Public Administration Review
by Theodore H. Poister, Gregory Streib. 8 pgs.

Journal Article
7.

Managing Urban America (Chap. 8 "The Management Process: Theory and Practice")
by Robert E. England, David R. Morgan. 402 pgs.

Book

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Title Page

Contents

Preface

INTRODUCTION Improved Urban Management -- Needed Now More Than Ever

Suggested for Further Reading

Part One: The Environment of Urban Management

1: The External World of the Urban Manager

Notes

Notes

2: Urban Political Structure

Notes

Notes

Part Two: Making and Implementing Urban Policy

3: Urban Policymaking

Notes

Notes

4: Decision Making

4 Decision Making

Suggested for Further Reading

5: Analysis for Urban Decisions

Notes

Notes

6: Urban Service Delivery

Notes

Notes

Summary

Suggested for Further Reading

Part Three: Internal Management Processes

8: The Management Process: Theory and Practice

Notes

Notes

9: Personnel Policies and Practices

Notes

Notes

10: Finance and Budget

Notes

Notes

Part Four: The Urban Future

II Urban Economic Development

Notes

Suggested for Further Reading

12: Managing the Urban Future

Suggested for Further Reading

Index
8.

The Evolution and Future of High Performance Management Systems ("Goals and Management by Objectives" begins on p. 94)
by Glenn Bassett. 214 pgs.

Book

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Despite the challenges of organized labor and the human relations movement, scientific management has dominated the configuration of twentieth-century high performance systems. As the twenty-first century nears, an expanding fund of social science knowledge related to worker behavior and renewed evolution of high performance systems under intense, global competition offer new directions and opportunities for their reinvention. An historical review of scientific management is drawn, the halting and often abortive course of human relations research is traced, and the forces that are likely to shape tomorrow's high performance systems are evaluated in this book.

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Title Page

Contents

Exhibits

Acknowledgments

Introduction

Chapter One Taylor and Ford: the Age of Scientific Management

Chapter Two Democracy, Unions and the Dignity of Labor

Chapter Three the Hawthorne Studies

Chapter Four Quality of Work Life and Worker Satisfaction

Chapter Five Worker Involvement and Participation

Chapter Six Worker Motivation: Goals and Business Strategy

Chapter Seven the Pitfalls of Pay for High Performance

Chapter Eight Hours of Work, Leisure and Fatigue

Chapter Nine Skill and Knowledge: Developing Human Potential in the Workplace

Chapter Ten from Job Fit to Cultural Compatibility: Evaluating Worker Skill and Temperament

Chapter Eleven Communication, Trust and Business Ethics

Chapter Twelve Inventing Tomorrow's High Performance Systems

References

Index

About the Author
9.

Work, Productivity, and Job Satisfaction: An Evaluation of Policy-Related Research ("Management by Objectives" begins on p. 209)
by Raymond A. Katzell, Daniel Yankelovich. 427 pgs.

Book

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Work, Productivity, and Job Satisfaction: An Evaluation of Policy-Related Research

Abstract

Table of Contents

Foreword

Preface

Part One: Summary and Implications

Chapter I: The Nature of the Quest

Chapter II: Summary of Findings and Conclusions

Chapter III: Implementation

Part Two: Research Findings

Chapter IV: Management and Union Leader Assumptions

Chapter V: Concepts and Methods of Inquiry

Chapter VI: Job Design

Chapter VII: Patterns of Control

Chapter VIII: Patterns of Compensation

Chapter IX: System-Wide Studies

References

Additional Bibliography

Glossary

Author Index

Subject Index
10.

Personnel: A Behavioral Approach to Administration ("Using 'Management by Objectives' for Appraising Performance" begins on p. 433)
by Leon C. Megginson. 776 pgs.

Book

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Title Page

The Irwin Series in Management

Preface

Acknowledgments

Contents

Part One: Managing Human Resources

1: The Role of Human Resources

2: Organizing Human Resources

3: Managing Human Resources

Case Problems for Part One

Part Two: Personnel Management in Perspective

4: Personnel Management in Historical Perspective

5: Current Trends Affecting Personnel Management

6: The Effects of Technological Development Upon Personnel Management

7: The Effects of Industrial Relations Upon Personnel Management

Case Problems for Part Two

Part Three: Manpower Development

8: Manpower Planning and Forecasting

9: Studying the Labor Market

10: Manpower Recruitment

11: Employee Selection and Placement

12: Developing Human Resources

13: Special Aspects of Management Development

Case Problems for Part Three

Part Four: Using Compensation to Improve Performance

14: Philosophical and Theoretical Aspects of Compensation

15: Determining Overall Compensation Policies

16: Determining Job Rate Differentials

17: Determining Individual Rates of Pay

18: Using Financial Rewards as Stimulants to Productivity

19: Employee Benefits and Related Wage Problems

Case Problems for Part Four

Part Five: Using Managerial Leadership to Improve Performance

20: The Role of Managerial Leadership in Improving Performance

21: The Role of the Individual in Improving Performance

22: The Role of Work in Improving Performance

23: The Role of Communication in Improving Performance

24: Using Counsel and Guidance to Improve Performance

25: Using Discipline to Improve Performance

26: Using Motivation to Improve Performance

Case Problems for Part Five

Part Six: Changing Dimensions of Personnel Management

27: Staffing for International Operations

28: Personnel Management in the 1970s

Case Problems for Part Six

Indexes
11.

Motivation and Control in Organizations (1971) ("A Fresh Look at Management by Objectives" begins on p. 390)
by Gene W. Dalton, Paul R. Lawrence. 417 pgs.

Book

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Title Page

Acknowledgments

Contents

Motivation and Control in Organizations

Cases

Flint Electric Company (B)

Flint Electric Company (C)

The Hampton Shipyard

Hovey and Beard Company

The White Company

Disarmament Exercise

British Coal Industries (A)

Lewis Equipment Company

Empire Glass Company (A)

Empire Glass Company (B)

Olympic Foods Inc.

Pennsylvania Metals Corporation

Alcon Laboratories, Inc.

Baines Electronics Corporation

Seneca Steel Corporation

Marshall Company (A)

Marshall Company (B)

Marshall Company (C)

Marshall Company (D)

Marshall Company (E) The Specialty Group

Marshall Company (F) A Custom Problem

Marshall Company (G)

Recent Technological Developments in the Paper Industry

Readings

Criteria for Organizational Planning

The Human Side of Enterprise

One More Time: How Do You Motivate Employees?

Achievement Motivation and Management Control

The New Look in Motivational Theory for Organizational Research

Beyond the Teaching Machine: The Neglected Area of Operant Conditioning in the Theory and Practice of Management

References

Split Roles in Performance Appraisal

A Fresh Look at Management by Objectives

Performance Appraisal: Managers Beware

Suggested List for Further Reading on Motivation and Control in Organizations

Index of Cases
12.

Leadership in Higher Education: A Handbook for Practicing Administrators ("MBO: Management by Objectives" begins on p. 45)
by Bob W. Miller, Robert W. Hotes, Jack D. Terry. 588 pgs.

Book

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This handbook provides administrators with assistance in planning, controlling, directing, organizing, staffing, and coordinating within their organization.

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Title Page

Contents

Figures

Tables

Preface

Notes on the Contributors

1: Administrative Organization in Higher Education

Notes

2: Theories of Administration

Notes

3: The Administrator's Task in Goal Setting, Planning, Programming, Budgeting, and Decision Making

Notes

4: Organizational Design and Management

5: Leadership in Implementing Organizational Design and Defining Administrative Roles

Notes

6: Systems Planning in Higher Education Administration

Note

7: Personnelling in Higher Education Staffing, Recruiting, and Evaluating

Notes

8: Personnel Management: Faculty and Staff Evaluation Process

Notes

Appendix I: Student Evaluation Form

9: Faculty Unionism: the Campus Crisis

Notes

10: Collective Bargaining: a Winner or a Loser for Educational Personnel?

Notes

11: Women Administrators in Higher Education: Cooperation or Conflict?

Notes

12: Motivational Theories Applied to Higher Education

Notes

13: Techniques and Strategies for Program Development and Evaluation

Notes

Appendix 2: Delaware County Council for Higher Education Business Industry Survey

Appendix 3: Delaware County Public Schools Community College Survey Questionnaire

14: A Systems Model for Program Development and Evaluation

Notes

15: External Groups, Communication, and Public Information

Notes

16: Public Relations: a Critical Administrative Function

Notes

17: Historical Aspects, Present Status, and Future Concepts for Student Services and Student Development

Notes

18: Student Development Administrative Concerns and Application Modes

Notes

19: Student Development Administration: the Leadership Task in Making the Process Work

20: The Finance Support Program

Appendix 4: Definitions of the Elements of Institutional Costs

21: What Administrators Ought to Know about the Instructional Program

Notes

22: Protecting the Right to Learn: Selected Legal Problems Controlling the Quality of the Learning Environment

Notes

23: Managing Affirmative Action in Higher Education Administration

Notes

24: Voluntary Cooperation in Post-Secondary Education: the Promise for the Future

Notes

Appendix 5: Selected Bibliography on Consortia

25: Learning Resources in Higher Education

Notes

26: National Organizations and Higher Education Administration

Glossary

Selected Bibliography

Index

About the Editors
13.

The Calculated and the Avowed: Techniques of Discipline and Struggles over Identity in Big Six Public Accounting Firms, in Administrative Science Quarterly
by Mark A. Covaleski, Mark W. Dirsmith, James B. Heian, Sajay Samuel. 35 pgs.

Journal Article
14.

Management Fads: Here Yesterday, Gone Today?, in SAM Advanced Management Journal
by Charles W. Blackwell, Jane Whitney Gibson, Dana V. Tesone. 7 pgs.

Journal Article

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