The Implementation of Project Management: The Professional's Handbook

By Linn C.Stuckenbruck | Go to book overview
9. The MBO program may not be integrated into the other management systems (i.e., budgeting, personnel, etc.).

MBO is a simple concept, but very difficult to put into practice. It can be very effective, however, in the project environment, as an aid to the project manager in motivating and working with the members of the project team. The greatest benefit to top management, project managers, and functional managers is that MBO provides yardsticks for performance evaluation. The process functions well only if it is an integral part of the organization's merit review and reward system. In addition, it will only work if great care is taken to ensure that objectives and goals are achievable and verifiable. If these precautions are taken, MBO can help take some of the load off the project manager's shoulders.


CONCLUSION


ENDNOTES

1.
George S. Odiorne, Management by Objectives ( New York: Pitman Publishing Co., 1965), pp. 54-67.
2.
Herbert G. Hicks, and C. Ray Gullett, Modern Business Management ( New York: McGraw-Hill Book Co., 1974), p. 165.
3.
Peter F. Drucker, The Practice of Management ( New York: Harper and Brothers, 1954).
4.
Ibid., pp. 121-136.
5.
Ross A. Webber, Management (Homewood, Illinois: Richard D. Irwin, Inc., 1975), pp. 346-360.
6.
Harold Koontz, and Cyril O'Donnell, Management -- A System and Contingency Analysis of Managerial Functions, 5th ed. ( New York: McGraw-Hill Book Co., 1976), p. 166.
7.
Drucker, The Practice of Management, p. 62.
8.
Ibid., p. 63.
10.
Stephen J. Carrol; Henry L. Tosi; and J. Rizzo, "Setting Goals in MBO", California Management Review 12 ( 1970): 70-78.
11.
Fred E. Schuster, and Alva F. Kindall, "Management by Objectives -- Where We Stand -- A Survey of the Fortune 500", Human Resource Management 13 ( Spring 1974): 8-11.

-166-

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