MBO BY PETER DRUCKER Peter Ferdinand Drucker was an influential writer, management consultant, and self-described “social ecologist. Harvard Business Review honored Drucker in the June 2004 with his seventh McKinsey Award for his article, “What Makes an Effective Executive”, the most awarded to one person. The Concept of MBO: Management by objectives was a concept introduced by the doyen of management, Peter Drucker. This concept involves formulation of objectives for the entire organization and which are then broken down into divisional, departmental and finally individual objectives. Objectives are decided on the basis of mutual consultation between managers and employees at the departmental and divisional levels and thus it can be appropriately called an integration of top down and bottom up approaches in management. The specific aim is to make the employees participate in decision making and thus motivate them to perform better. Management by objectives follows a step-by-step procedure that ensures the feasibility of the action plans decided upon. Realistic and achievable plans are set. Activities to be preformed are identified. Logical relationship between the sequences of activities is laid down. Time frame and cost frame are fixed. Resources to be allocated are decided upon. Salient features of the process: Self control and Self direction: The workers exhibit keen self control in that, they self appraise their performance that results in intrinsic motivation. Setting short goals and periodical review to match the current performance with the expected standards greatly boosts the performance of each and every individual and gives him the necessary drive to accomplish the assigned tasks. Periodic progress review: This helps to correct errors and deviations if any. This review is done by managers of higher levels in a constructive way and adequate counseling and guidance can be given to the subordinates to bridge the shortfall if any, in performance. This is possible only when there exists a mutual understanding between the superior and subordinates to find reasons and solve problems together. Reviews need not necessarily pinpoint errors but also revise future plans and actions. The major emphasis of management by objectives lies in its result oriented approach. What is the relationship between management by objectives and motivation? Motivation of an employee can be brought about by financial incentives such as bonus, increments, pay and perks or non-financial incentives such as recognition, appreciation and additional responsibilities. But nothing can equal self-motivation which makes an employee perform with aplomb. As management by objectives is directly linked with goal-setting, performance becomes better and better as the goals are set at a higher level. It involves complete participation from the employees’ end and when specific goals are set by mutual consent of workers and management, the results are magnificent. Many firms practice management by objectives to promote harmony and sense of belonging in the minds of employees as a result of which there is remarkable improvement in performance and productivity. The focus is on improving the job design and work module to make the jobs more meaningful, interesting and...

Corporate Philosophy of Management CORPORATE PHILOSOPHY OF MANAGEMENT calls for creating a framework of values, beliefs and ethical standards which are considered to be vital for an effective management. They must be embedded in formal and informal philosophical statements which are then communicated to the fraternity of that organization. From a broader perspective, the LEADER has to have a VISION as to where he is heading his company in the next three to four years. Corporate Objectives provide vision as well as direction and map for bold decisions to be taken regarding NEW MARKETS MARKET SHARE PRODUCTS SERVICES etc. , Now the organization is in a position to decide and prioritise the VALUES AND COMPETENCIES it expects from its managers. For example, if the situation favors the business expansion to new markets, say, European or Asian, then an organization has to develop competence in areas like LANGUAGE AND CULTURE, besides marketing and business skills. Different Philosophies of Management: Well, you might have been inspired with JAPANESE PHILOSOPHY OF MANAGEMENT, EASTERN OR WESTERN PHILOSOPHY OF MANAGEMENT t. But what is the fun? If you don’t have A SOUND MANAGEMENT PHILOSOPHY of your own, to simply put it, you don’t have a broad set of principles to back up your management development process which is a generic one. Ideally speaking, you should be able to develop a concrete SYSTEM that is made up of FOOL PROOF policies and procedures; try to develop a professional team of executives who can take up your vision to the next level; these measures will prove worthwhile in the long run. You are left without any choice but to develop “truly” INTERNATIONAL MANAGERS who could transcend nationally and the location of any specific job consideration. This is what Ideal management philosophy means to me, A holistic vision of the future A solid set of principles(values, beliefs) Sound policy definition Management development programmes Autonomy to my work force Always “yes “to new technology Development of women managers Flexible leadership Social responsibility Contribution to the growth of my Country’s economy Strategic Perspective: Major environmental shifts now demand a more strategic perspective from those who manage and lead in organizations; “GLOBALISING” in the quest for major market share brings in new opportunities for growth and prosperity. Organizations are now espousing values that regard people, not as costs to be minimized, but AS “ASSETS TO BE MAINTAINED AND DEVELOPED.” An open systems approach of management is likely to overcome many of the problems created by the piecemeal approach. Instead of looking at management development in isolation, see it as an integral part of a wider organizational system that takes care of the processes through which people working for the firm take care of themselves leading to self...

Theory of Management History and Evolution To understand the concept of management, a recap of its history and its slow but steady evolution is absolutely necessary. After the advent of machines, thanks to the industrial revolution of the eighteenth century, management has become an entity by itself.   Pic Courtesy: Management Theories Since business activity is increasing by leaps and bounds globally, a more organized set up is called for, which has led to the development of different management concepts. Whether you consider management an art or a science, one definite thing is that, science and art complement each other and not mutually exclusive. Management gurus like Peter Drucker, Henry Fayol, Taylor and others have classified the essential features of management, for the benefit of the industry. Theory comes first followed by practice. Management knowledge certainly improves your style of working. How long do you think, luck, intuition or experience can be relied on, without a scientific knowledge of management. It is a thought to be pondered. Hypotheses Practical experimentation and analysis of theoretical hypotheses, yield better results and in course of time you tend to gain more scientific knowledge. Management is a process of planning, organizing, staffing, leading and controlling.   Picture Courtesy: Technofunc.com The management process is applicable to all kinds of organizations and firms, be it a private firm, a government institution, a hospital, a school, a college, an university and other financial, profit making or non profit making NGO’s. This clearly indicates that management is a process that involves individuals who work in groups to accomplish their objectives in an effective and efficient manner. Levels of Management Does management pertain only to the top level management? A big no! It applies to managers at all levels. It is a chain reaction and a successful management totally depends on the synergistic activities of the people belonging to that organization. So, care must be taken by the managers to create and design an internal environment that is conducive for the smooth operations of the firm thus increasing the productivity. This does not mean that the external environment can be overlooked. A manager has to respond to the periodic changes, be it social, technological, economic or political in the external environment also.   Management styles Management is a must for every organization and the style of management may vary according to the nature and size of business. Large organizations now-a-days prefer a “flat structure“, as it brings their employees closer and reduces the span of management, thus making communication faster. The more the number of levels, the more the conflict and improper communication. Although management pervades the entire organization, it is the duty of the top management cadre to initiate and maintain consistency in the process of management. All managers (by the term “manager “which is a much generalized term, we denote persons who hold authority to get things done; he may be a financial, administrative, human resource or a production executive) have a common aim, that is to create surplus. To increase productivity, create a suitable environment for the effective performance of their group and to solve crisis situations, they must be capable of seeing the “big picture”. Recent Developments A sea of changes has swept the theory of management area in recent times, owing to the development of different approaches. Management theory is criticized to have all the characteristics of a jungle as numerous management practitioners have recorded their findings in the management history. This led to severe confusion as to what management is, and how things should be organized; however, in modern corporate business world, the managerial activity is directed towards growth, thanks to the...

A Process of Intelligence Effective Decision making is a process of Intelligence, Design and choice activities and “is a central part of the management process”. Decisions are hard to make but once decided there should be no second take.   The following steps are involved in the process of Decision-making: 1. Recognizing the problem 2. Deciding priorities among problems 3. Diagnosing the problem 4. Developing alternative courses of action 5. Evaluating alternatives 6. Selecting the best alternative 7. Effective implementation and follow-up action. Recognizing the Problem– Herbert A Simon calls this step as an “intelligent activity“. It is important to find out whether there is any deviation from the past experience. For e.g. Sales might decrease, expense might decrease, sometimes there might be deviations from the plan, sales budget, and competitors may outperform by improved systems. Deciding priorities among the problems: A manager would face many problems at the same time. He should not be bogged down with small and unimportant problems. Some problems can be easily solved by the sub-ordinates. Some may not be important. A manager must see that – he selects carefully the most important problem. Peter Drucker says that “once the right problem is perceived then half of the problem is solved”. A manager must diagnose carefully by asking the following questions. a. What is the real problem? b. What are the causes and effects of the problem? c. Is this problem very important? d. Can they be solved by sub-ordinates? e. Which is the right and most important problem to be solved? Diagnosing the Problem: After choosing the right problem the manager must now start diagnosing the problem. There is no simple answer to the question of how to diagnose the problem, because every individual differs in his or her own way of diagnosing the problem depending on the different background orientations and training. A manager must systematically analyze the problem for identifying the alternative causes of action. Developing Alternative Courses of Action: This step is creative and innovative where a manager analyzes from all perspectives Sometimes a manager can also use a technique called “brainstorming” where a few individuals discuss at length the various possible available alternatives. First of all, a manager must be thoroughly familiar with the problem. This is called saturation. Later, he must think about the problem from several view-points which is called deliberation. Sometimes the manager may not get into the crux of the problem, i.e. there may not be any fruitful result of deliberation, and then the manager might temporarily switch off his conscious search and relax. This process of realization is called incubation. Then after sometime, a flash of light may occur, and the manager may get some insights and ideas. This stage is called illumination. In the last stage, which is called accommodation, the manager resynthesises his ideas into a usable proposal. Evaluating the Alternatives: The manager must now give proper weightage to the positive and negative aspects of the alternatives and evaluate by using some criteria like (a) time; (b) cost; (c) risk; (d) results expected; (e) deviations anticipated; (f) resources available for implementation. Selecting the Best Alternative: This is the most important step where the manager selects the best alternative that will yield maximum profits or results with minimum cost, input or resources. To put it in simple terms, the solution should be able to solve the problem in the best possible way. Effective Implementation and Follow-up Action: Any decision without proper implementation becomes futile and hence proper care must be taken by the manager to pool resources and start implementing the decision taken. In large organizations, follow-up procedures are available in the system...

How can we define Business? Business is an important institution in the society. Be it for the supply of goods and services; Creation of employment opportunities; Offering better quality of life; Contribution to the economic growth of a country; the role of business is crucial. The subject of business is as interesting as its role in society. The more one reads about it, more interesting does business become. To be successful, you have to have your heart in your business, and your business in your heart. – Thomas Watson Sr. Entrepreneurial activities The increasing number of business schools and institutions signify the importance and the need for training the students on rudiments of business management. Developing countries encourage entrepreneurial activities and view it as a strategy to improve the GDP (Gross Domestic Product). More business activity means increased per capita income and increased standard of living. A business must make profit to succeed. Profit is income minus outgo. It is the main incentive for starting a business. Business people weigh each of their decisions in terms of making profit and avoiding loss. In a corporate environment, business has to aim for wealth maximization apart from profit maximization to increase the shareholder’s wealth in the long run. The scope of business is indeed vast. It all depends on how well you have analyzed and understood the nuances of your business activity, in order to survive and sustain in the market. Supply Chain The supply chain in a business activity involves numerous links in the form of manufacturers, supplier of raw materials to the manufacturer, dealers, logistics, intermediaries, consumers, bankers, advertising agencies, insurance agencies and so on. All these elements have to function in a coordinated manner for the benefit of the consumer. Now days, business has become customer-centric rather than product-centric. This serves both the purpose of product development in lieu of customer needs and customer satisfaction. The multitudinous activities involved in bringing raw materials to the factory and the end product from there to the market constitute business. In addition, a business activity has to comply with legal restrictions and government regulations. A business is also expected to discharge its social obligations to consumers, employees, owners and to other interest groups, which have stakes in business directly or indirectly. Planning and organization Planning and organization are two key principles in running a business enterprise as planning sets up a concrete premise on which action plans can be developed and organized activities assures definite success. Modern business is dynamic. Future business will be knowledge based and brainpower will be in greater demand. Organizations have become flat. Eight to twelve organizational layers have been reduced to two or three. Gone are the days of sheltered markets, subsidies, licenses, quotas and restrictions. Businesspersons are asked to stand on their feet, to eliminate inefficiencies, cut down costs and improve productivity. LoL! It might be said that it is the ideal of the employer to have production without employees and the ideal of the employee is to have income without work. –E. F....