MBOMBO
Management by ObjectivesManagement by Objectives
 For achieving organizational goals - organizations areFor achieving organizational goals - organizations are
helping the employees to set performance objectivehelping the employees to set performance objective
 MBO motivates employeesMBO motivates employees
 Emphasis on converting overall objectives into specificEmphasis on converting overall objectives into specific
objectives for organizational units and individual membersobjectives for organizational units and individual members
 MBO makes objectives operational by a process inMBO makes objectives operational by a process in
which they cascade down through the organizationwhich they cascade down through the organization
 Organizational overall objectives are translated toOrganizational overall objectives are translated to
specific objectivesspecific objectives
DivisionalDivisional
DepartmentalDepartmental
IndividualIndividual
Organization
 MBO worksMBO works
Toplevel
Bottom Level
What are the common elements in anWhat are the common elements in an
MBO Program ?MBO Program ?
 Goal specificityGoal specificity
 ParticipativeParticipative
 Decision MakingDecision Making
 Time periodTime period
 Performance feedbackPerformance feedback
What is MBO ?What is MBO ?
 A system in which specific performance objectives areA system in which specific performance objectives are
jointly determined by subordinates and theirjointly determined by subordinates and their
supervisors, progress towards objectives is periodicallysupervisors, progress towards objectives is periodically
reviewed, and rewards are allocated on the basis ofreviewed, and rewards are allocated on the basis of
that progressthat progress
 E.g. Reduce Cost , Improve QualityE.g. Reduce Cost , Improve Quality
 Manager and employee jointly choose the goals andManager and employee jointly choose the goals and
agree on how they be achievedagree on how they be achieved
 MBO - Continuous feedback on performance andMBO - Continuous feedback on performance and
goalsgoals
 Individual feedback – monitor and correct their ownIndividual feedback – monitor and correct their own
actionsactions
 Assessing MBO is complex tasksAssessing MBO is complex tasks
 Difficult Goals & Easy goalsDifficult Goals & Easy goals
 Feedback lets a person know whether his or her levelFeedback lets a person know whether his or her level
of effort is sufficient or needs to be increased .of effort is sufficient or needs to be increased .
Setting Employees ObjectivesSetting Employees Objectives
 Identify an Employee’s key job tasksIdentify an Employee’s key job tasks
 Establish specific and challenging goals for each keyEstablish specific and challenging goals for each key
tasktask
 Allow the employee to actively participateAllow the employee to actively participate
 Prioritize goalsPrioritize goals
 Build in feedbacks mechanisms to assess goal progressBuild in feedbacks mechanisms to assess goal progress
 Link rewards to goals attainmentLink rewards to goals attainment
Setting Employees ObjectivesSetting Employees Objectives
 Identify an Employee’s key job tasksIdentify an Employee’s key job tasks
 Establish specific and challenging goals for each keyEstablish specific and challenging goals for each key
tasktask
 Allow the employee to actively participateAllow the employee to actively participate
 Prioritize goalsPrioritize goals
 Build in feedbacks mechanisms to assess goal progressBuild in feedbacks mechanisms to assess goal progress
 Link rewards to goals attainmentLink rewards to goals attainment

More Related Content

PPT
Kivanc Kanturk Swe550 Fall2010 Capability Maturity Model Integration (Cmmi)
PDF
Quality Is Fundamental Wp
PDF
Lecture on quality
PDF
St Im Model
PPTX
Key Result Areas and KPIs (Key Performance Indicators)
PDF
SAP Mobile Business Objects Development
PPTX
Concept of Management By Objective (MBO)
PPT
Management by Objective MBO
Kivanc Kanturk Swe550 Fall2010 Capability Maturity Model Integration (Cmmi)
Quality Is Fundamental Wp
Lecture on quality
St Im Model
Key Result Areas and KPIs (Key Performance Indicators)
SAP Mobile Business Objects Development
Concept of Management By Objective (MBO)
Management by Objective MBO

Similar to Mbo by managment by objective (20)

PPTX
Management by objective
PDF
Management By Objectives (MBO) – Management By Exception (MBE)
PPTX
mboppt-140722122058-phpapp02 (1) (1).pptx
PPTX
Management by objectives
PPTX
management by objectives
PPTX
PMS-MBO.pptx-Performance management system
PPTX
MBO .pptx
PPTX
Mbo ppt
PPTX
PDF
mboppt-140722122058-phpapp02 (2).pdf
PPTX
MBO Unit 2.pptx
PDF
MBO-Management By Objectives
PPT
Objectives Management
PPTX
Lecture # 4.pptx
PPTX
Management by objectives
PPT
Management by objectives
PPT
Management by objectives
PPTX
A7 mbo
DOCX
The concept of management by objectives
Management by objective
Management By Objectives (MBO) – Management By Exception (MBE)
mboppt-140722122058-phpapp02 (1) (1).pptx
Management by objectives
management by objectives
PMS-MBO.pptx-Performance management system
MBO .pptx
Mbo ppt
mboppt-140722122058-phpapp02 (2).pdf
MBO Unit 2.pptx
MBO-Management By Objectives
Objectives Management
Lecture # 4.pptx
Management by objectives
Management by objectives
Management by objectives
A7 mbo
The concept of management by objectives

More from Sujith Bhaskar .R (20)

PPT
An introduction to the imdg code
PPT
Alcoholism
PPTX
Air deccan
PPTX
Nannari juice
PPTX
S project export papaya ppt
PPT
S personality develpment
PPT
S an introduction to the imdg code
PPTX
S postpurchase
PPT
S pert cpm
PPT
S incoterms2
PPT
S incoterms2
PPT
S incoterms 1
PPT
S incoterms 1
PPTX
S consumer decision
PPTX
Visual aids to_communication
PPTX
Verbal written communication
PPTX
Techniques of emphasising-bc
PPTX
Performance letter
An introduction to the imdg code
Alcoholism
Air deccan
Nannari juice
S project export papaya ppt
S personality develpment
S an introduction to the imdg code
S postpurchase
S pert cpm
S incoterms2
S incoterms2
S incoterms 1
S incoterms 1
S consumer decision
Visual aids to_communication
Verbal written communication
Techniques of emphasising-bc
Performance letter

Recently uploaded (20)

PDF
El futuro en e sector empresarial 2024 e
PDF
The Evolution of Dance as a Political Expression (www.kiu.ac.ug)
PDF
Investment in CUBA. Basic information for United States businessmen (1957)
PDF
NewBase 02 September 2025 Energy News issue - 1822 by Khaled Al Awadi_compre...
PPTX
Hospitality & tourism management.pptxHospitality & tourism management.pptx
PDF
Integrating Porter-Lawler Theory of Motivation and Hofstede's Dimensions of N...
PDF
The Impact of Immigration on National Identity (www.kiu.ac.ug)
PPTX
OS ALL UNITS MATxtdtc5ctc5cycgctERIAL.pptx
PDF
The Evolution of Legal Communication through History (www.kiu.ac.ug)
DOCX
Tax administration and supervision for accounting
DOCX
“Strategic management process of a selected organization”.Nestle-docx.docx
PDF
The Impact of Historical Events on Legal Communication Styles (www.kiu.ac.ug)
PPTX
1. Ancient Civilization presentations .pptx
PPTX
Business Research Methods- Secondary Data
PDF
Who says elephants can't dance? - Business Analysis 30 Aug 2025
PPTX
Side hustles: 14 powerful tips to embrace the future of work
PPTX
organizational behavior notes prepared by sonam lama sawan lama
DOCX
SONy product line of steeple analysis with all
PDF
From Legacy to Velocity: how we rebuilt everything in 8 months.
DOCX
Center Enamel Enabling Precision and Sustainability in the Netherlands' Advan...
El futuro en e sector empresarial 2024 e
The Evolution of Dance as a Political Expression (www.kiu.ac.ug)
Investment in CUBA. Basic information for United States businessmen (1957)
NewBase 02 September 2025 Energy News issue - 1822 by Khaled Al Awadi_compre...
Hospitality & tourism management.pptxHospitality & tourism management.pptx
Integrating Porter-Lawler Theory of Motivation and Hofstede's Dimensions of N...
The Impact of Immigration on National Identity (www.kiu.ac.ug)
OS ALL UNITS MATxtdtc5ctc5cycgctERIAL.pptx
The Evolution of Legal Communication through History (www.kiu.ac.ug)
Tax administration and supervision for accounting
“Strategic management process of a selected organization”.Nestle-docx.docx
The Impact of Historical Events on Legal Communication Styles (www.kiu.ac.ug)
1. Ancient Civilization presentations .pptx
Business Research Methods- Secondary Data
Who says elephants can't dance? - Business Analysis 30 Aug 2025
Side hustles: 14 powerful tips to embrace the future of work
organizational behavior notes prepared by sonam lama sawan lama
SONy product line of steeple analysis with all
From Legacy to Velocity: how we rebuilt everything in 8 months.
Center Enamel Enabling Precision and Sustainability in the Netherlands' Advan...

Mbo by managment by objective

  • 2.  For achieving organizational goals - organizations areFor achieving organizational goals - organizations are helping the employees to set performance objectivehelping the employees to set performance objective  MBO motivates employeesMBO motivates employees  Emphasis on converting overall objectives into specificEmphasis on converting overall objectives into specific objectives for organizational units and individual membersobjectives for organizational units and individual members
  • 3.  MBO makes objectives operational by a process inMBO makes objectives operational by a process in which they cascade down through the organizationwhich they cascade down through the organization  Organizational overall objectives are translated toOrganizational overall objectives are translated to specific objectivesspecific objectives DivisionalDivisional DepartmentalDepartmental IndividualIndividual Organization
  • 4.  MBO worksMBO works Toplevel Bottom Level
  • 5. What are the common elements in anWhat are the common elements in an MBO Program ?MBO Program ?  Goal specificityGoal specificity  ParticipativeParticipative  Decision MakingDecision Making  Time periodTime period  Performance feedbackPerformance feedback
  • 6. What is MBO ?What is MBO ?  A system in which specific performance objectives areA system in which specific performance objectives are jointly determined by subordinates and theirjointly determined by subordinates and their supervisors, progress towards objectives is periodicallysupervisors, progress towards objectives is periodically reviewed, and rewards are allocated on the basis ofreviewed, and rewards are allocated on the basis of that progressthat progress  E.g. Reduce Cost , Improve QualityE.g. Reduce Cost , Improve Quality  Manager and employee jointly choose the goals andManager and employee jointly choose the goals and agree on how they be achievedagree on how they be achieved
  • 7.  MBO - Continuous feedback on performance andMBO - Continuous feedback on performance and goalsgoals  Individual feedback – monitor and correct their ownIndividual feedback – monitor and correct their own actionsactions
  • 8.  Assessing MBO is complex tasksAssessing MBO is complex tasks  Difficult Goals & Easy goalsDifficult Goals & Easy goals  Feedback lets a person know whether his or her levelFeedback lets a person know whether his or her level of effort is sufficient or needs to be increased .of effort is sufficient or needs to be increased .
  • 9. Setting Employees ObjectivesSetting Employees Objectives  Identify an Employee’s key job tasksIdentify an Employee’s key job tasks  Establish specific and challenging goals for each keyEstablish specific and challenging goals for each key tasktask  Allow the employee to actively participateAllow the employee to actively participate  Prioritize goalsPrioritize goals  Build in feedbacks mechanisms to assess goal progressBuild in feedbacks mechanisms to assess goal progress  Link rewards to goals attainmentLink rewards to goals attainment
  • 10. Setting Employees ObjectivesSetting Employees Objectives  Identify an Employee’s key job tasksIdentify an Employee’s key job tasks  Establish specific and challenging goals for each keyEstablish specific and challenging goals for each key tasktask  Allow the employee to actively participateAllow the employee to actively participate  Prioritize goalsPrioritize goals  Build in feedbacks mechanisms to assess goal progressBuild in feedbacks mechanisms to assess goal progress  Link rewards to goals attainmentLink rewards to goals attainment