How to Implement Management by Objectives in the Workplace
VOLUME 6 NUMBER 4 1994
How to Implement Management by Objectives in the Workplace
Terry Ingham
Is management by objectives dead? Not so long ago I would have said yes, not because the idea was bad – like many of the “good practice” ideas of the late 1980s it is a good idea. The problem was, and still is, implementing objectives where it counts, on the shopfloor, or in the office. If anyone out there has been successful in doing that and getting their employees and staff to “buy in”, by taking ownership of the company or organizational objectives, then I would be very interested to know how they have achieved it. What is more, if on top of that you have then managed to get employees to take responsibility for and be committed to those objectives, as well as understanding them and using them as a tool to manage, measure and improve performance, then I would be very much surprised if not amazed. By now you may well be asking yourself, “Where is this all leading?” I will tell you. Until recently I had just about given up trying to implement management by objectives, from a shopfloor point of view that is, until I visited Sweden recently and saw a Swedish method of management of change by objectives. What I saw in Sweden truly surprised me. I visited companies in the private sector and organizations in the public sector and what was common to both was the difference from what I have seen in many companies (but not all) in this country. Instead of disillusioned, demoralized, uninterested and uncommitted staff, I saw a focused and enthusiastic workforce with a real sense of purpose. This whole mindset, apparently, was brought about by a change in management style. A change to a management style which has produced measurable results, improved performance and noticeably improved morale and commitment. All because the people affected by the change, the employees, have been given a say and responsibility for that change.
The TQM Magazine, Vol. 6 No. 4, 1994, pp. 53-54
How to Implement Management by Objectives in the Workplace
Terry Ingham
Is management by objectives dead? Not so long ago I would have said yes, not because the idea was bad – like many of the “good practice” ideas of the late 1980s it is a good idea. The problem was, and still is, implementing objectives where it counts, on the shopfloor, or in the office. If anyone out there has been successful in doing that and getting their employees and staff to “buy in”, by taking ownership of the company or organizational objectives, then I would be very interested to know how they have achieved it. What is more, if on top of that you have then managed to get employees to take responsibility for and be committed to those objectives, as well as understanding them and using them as a tool to manage, measure and improve performance, then I would be very much surprised if not amazed. By now you may well be asking yourself, “Where is this all leading?” I will tell you. Until recently I had just about given up trying to implement management by objectives, from a shopfloor point of view that is, until I visited Sweden recently and saw a Swedish method of management of change by objectives. What I saw in Sweden truly surprised me. I visited companies in the private sector and organizations in the public sector and what was common to both was the difference from what I have seen in many companies (but not all) in this country. Instead of disillusioned, demoralized, uninterested and uncommitted staff, I saw a focused and enthusiastic workforce with a real sense of purpose. This whole mindset, apparently, was brought about by a change in management style. A change to a management style which has produced measurable results, improved performance and noticeably improved morale and commitment. All because the people affected by the change, the employees, have been given a say and responsibility for that change.
The TQM Magazine, Vol. 6 No. 4, 1994, pp. 53-54