目标管理797[全文]

1、目标管理what is objectives目标冃标是期望的成果（个人部门整个组织的努力方向）企业目标：在分析企业内外部环境的基础上，确定的各项经济活动的发展方向和奋斗目的, 是企业经营思想的具体化。characters of objectives指导性（组织经营思想的集中体现）多重性层次性变动性激励性peter drucker：企业冃标唯一冇效的就是创造顾客。对一些大型公司宣称目标的调查结果characteristics of well-designed goalswritten in terms of outcomes, not actionsfocuses on the ends, no

2、t the meanslx/a>measurable and quantifiablespec讦ically defines how the outcome is to be measured and how much is expectedclear as to time framehow long before measuring accomplishment.challe nging but attain ablelow goals do not motivatehigh goals motivate if they can be achievedwritten downfocus

3、es, defines, and makes goal visiblecommunicated to allputs everybody "on the same page/principles of goals making现实性原则、关键性原则、定量化原则、协调性原则、权变性原则传统的目标设定法traditional objective settingtraditional goal setting目标由最高管理层确定然后分解成子目标落实到组织的各个层次上假定高层管理者最了解（应设立什么样的目标）目标倾向于上面的指挥、引导和控制目标丧失了清晰性和一致性，因为低层次的管理者试图诂在

4、自己的立场上理解和定义目标broad goals are set at the top of the organization.goals are then broken into subgoals for each organizational level.assumes that top management knows best because they can see the "big picture/'goals are intended to direct, guide, and constrain from abovegoals lose clarity and

5、 focus as lower-level managers attempt to interpret and define the goals for their areas of responsibilitystiphen robbins传统的目标设定(cont, d)traditional objective settingtop management/s objective1division management's objective2department management/s objective3individual employee's objective4w

6、e need to improve the company”s performanee我们需要改进绩效增加收益、降低成本、提升效率i want to see a sign讦icant improvement in this divisiorvs profits希望看见我的事业部利润显箸增长(收益/成本)in crease profits, regardless of the means增加利润(不管用什么方法)don't worry about quality: just work fast别管质量、只管快干、多拿奖金缺点目标在分解过程屮丧失了应有的清晰性和一致性目标管理目标设定法mb

7、o goal settingmanagement by objectives (mbo)下级与上司共同决定具体的绩效冃标spec讦ic performanee goals are jointly determined by employees and managers.定期检查完成目标的进展情况progress toward accomplishing goals is periodically reviewed根据冃标完成情况确定奖励rewards are allocated on the basis of progress towards the goals.key elements of

8、 mbo:明确目标、参与决策、规定期限、绩效反馈(goal specificity, participative decision making, anexplicit performance/evaluation period, feedback)目标管理management by objectives通过科学的制定目标、实施目标，依据目标进行考核评价来实施组织管理任务的过程peter drucker: the practice of management, 1954.以工作为中心和以人为中心的两种管理思想的统一结果式的管理而非过程式的管理强调口我管理实行能力至上而非效益至上冃标管理的实施过

9、程目标设立目标略高于目前生产经营能力质与量的有机结合期限适中数量适中(5个以内)目标分解n标网络化突出重点员工参与明确责任，保证h标严肃性目标控制积极的自我控制动态控制畅通信息渠道n标评定门我评定全而公正结果反馈绩效考核目标制定和分解图例（部分）总经理降低费用5%,（节省2.5亿元）a主产部降低制造成木5%（节省2亿元）b业务部降低销售费用5%（节省0.5亿元）a厂长降低可控制制造费用0.8亿元降低肓接原料费0.2亿元b厂长降低町控制制造费用0.7亿元降低肓接原料费0.3亿元b科长节省电力费用0.6亿元，采用自动化机器节省加工费用0.1亿元a科长改善锅炉节省燃料费用0.3亿元目标管理的优缺点a

10、dvantages and disadvantages of mbo优点缺点有效提高管理效率冇助于组织机构改革激励员工完成口标有效监督控制目标制定困难员工参与费时费力考核奖惩难以一致对职丁素质要求高potential problems with mbo programsnot as effective in dynamic（动态的）environments that require constant resetting of goals overemphasis on in dividual accomplishme nt may create problems with teamwork a

11、llowing the mbo program to become an annual paperwork shuffle讨论：有人曾经开玩笑的说，mbo意味着用目标进行操控，他提岀如下理由： 在管理者与廉员坐卜來之前，管理者的头脑里通常已经有了一套对雇员的口标，这些事前设 计好的标准，规定了管理者愿意接受的最低fl标；因此，决不会有雇员的真正参与，实际发生的雇员参与，更应当恰当的称为 upseudo-participationn，即只是一种表面的参与;如果管理者与下属不能达成协议，mbo过程没有说明怎么确定冃标；当存在冲突时，管理者倾向于利用他的权力把目标强加给他的下级；上述情况说明mbo只是一种工具，它使管理者看起來使用参与的方式设定目标，实际上 还是在分派目标。mbo的提倡者们反对这