What are the management objectives?

Question 1: What is the goal of management? The goal of management is to achieve the strategic (long-term) and tactical (short-term) goals set by the organization.

The eternal goals of an enterprise are profit and output value (turnover) and market share.

Customer satisfaction and brand awareness goals

Question 2: What is management by objectives? What concept? Management by objectives is a modern management science with standards as the guide, people as the center and results as the standard, which enables organizations and individuals to achieve the best performance. With the active participation of individual employees, enterprises determine their work goals from bottom to top, and implement "self-control" in their work to ensure the realization of the goals.

Question 3: What is the difference between management objectives and business objectives? The management of enterprises is different, so the management objectives of enterprises should also be different, but the general contents are as follows:

1. Overall goal of the enterprise: turnover, output, cost, profit, safety, etc.

Second, the main department target decomposition:

1. quality department (quality inspection department, technical department): production process inspection, product warehousing inspection, product quality, process formula design, material inspection, etc.

2. Purchasing Department: supplier evaluation, purchasing cost, qualified material warehousing, material inventory, etc.

3. Sales department: turnover, operating expenses, newly developed customers, profits, customer satisfaction, etc.

4. Production department: output, production accidents, production quality, process consumption, material loss, safety, etc.

Business objectives refer to business plans.

Business plan refers to the specific strategic project and its objectives of an enterprise, which must be completed or reached within the specified time. The business plan shall formulate the strategy according to the company's purpose, analyze the strategic objectives, and formulate specific measures for the long-term planning of the department. Its planning ideas, methods, sufficiency, suitability and effectiveness will have a great impact on the annual work direction and efficiency.

Question 4: The purpose of management by objectives The quality of the training materials of this friend's company upstairs is generally good, although most of them are copied from other people's materials, and there are even many mistakes.

My understanding of management by objectives is as follows:

From the organizational point of view, the goal is to unify, coordinate and allocate limited resources to achieve strategic goals in the most effective and efficient way. Of course, the strategy serves the goal, and the goal also names the specific position for the strategy. In addition, many people think that policies are higher than goals, but I don't think so. I think, although the policy points out the framework for the goal, once the goal is formulated under this framework, the policy will serve the realization of the goal. At this time, policy is strategy. Of course, policies and objectives are mutually restrictive and based on each other.

In addition, I think Japan's so-called policy management is problematic, because it attaches importance to measures and goals to results. As we all know, measures should serve the goal, and the evaluation basis of measures themselves should always be measured by whether they reach the goal, so it is easy to get lost in management, that is, lose the goal, do not know why, only know that it is better, but do not know whether it is necessary. Therefore, among the two factors, process and result, when managing, the result is always active, while the process or measure is always passive. It is necessary to distinguish between priorities and priorities.

Personal opinions, communicate more!

Question 5: What is the goal of value-added management? The goal of value-added management is directly related to the function and work content. In order to achieve the goal, we can first set the organizational structure and function description of value-added management.

Question 6: What is management by objectives? How to manage by objectives? The definition of management by objectives in classical management theory is that management by objectives is a modern management science which is goal-oriented, people-centered and result-oriented, and enables organizations and individuals to achieve the best performance. Management by objectives is also called "results management", commonly known as responsibility system. It refers to a management method that determines work objectives from top to bottom with the active participation of individual employees, and implements "self-control" in the work to ensure that the objectives are achieved from bottom to top.

The specific practice of target management is divided into three stages: the first stage is the setting of goals; The second stage is the management of the process of achieving the goal; The third stage is to measure and evaluate achievements.

1. Target Settings

This is the most important stage of target management. The first stage can be subdivided into four steps:

(1) The goal of the top management, which is a temporary and changeable goal plan. That is, it can be put forward by superiors and then discussed with subordinates; It can also be proposed by subordinates and approved by superiors. Either way, it must be decided through consultation; Secondly, leaders must estimate the opportunities and challenges brought by the objective environment according to the mission and long-term strategy of the enterprise, and have a clear understanding of the advantages and disadvantages of the enterprise. Understand what the organization should and can accomplish.

② Reconsider the organizational structure and division of responsibilities. Target management requires that each sub-goal has a clear responsibility subject. Therefore, after the goal is determined, it is necessary to re-examine the existing organizational structure, make adjustments according to the new goal decomposition requirements, and clarify the target responsible person and coordination relationship.

(3) establish the goals of subordinates. First, the subordinates make clear the planning and goals of the organization, and then reach an agreement on the sub-goals of the subordinates. In the discussion, superiors should respect their subordinates, treat others equally, listen to their opinions patiently and help them set consistent and supportive goals. Sub-goals should be specifically quantified to facilitate evaluation; Prioritize so as not to lose sight of one thing and lose sight of another; It must be both challenging and possible. The sub-goals of each employee and department should be coordinated with other sub-goals to support the realization of the goals of the unit and organization.

(4) The superior and the subordinate reach an agreement on the conditions needed to achieve each goal and the rewards and punishments after reaching the goal. After the sub-goal is formulated, the lower level should be given the corresponding power to allocate resources to realize the unity of responsibility and rights. Written agreement shall be written by subordinates, and target record cards shall be compiled. After the whole organization summarizes all the information, draw the target map.

2. Management of the goal realization process

Management by objectives attaches importance to results and emphasizes autonomy, independence and consciousness. Does not mean that leaders can let go, on the contrary, because of the formation of the target system, mistakes in one link will affect the overall situation. Therefore, the management of leaders in the process of target implementation is essential. First of all, carry out regular inspections and make use of the opportunities of frequent natural contact and information feedback channels between the two sides; Secondly, it is necessary to inform the subordinates of the progress and facilitate mutual coordination; Third, we should help subordinates solve difficult problems in their work. When unexpected and unpredictable events seriously affect the realization of organizational goals, we can also modify the original goals through certain procedures.

3. Summary and evaluation

After reaching the scheduled time limit, subordinates first conduct self-assessment and submit a written report; Then the upper and lower levels will assess the completion of the target together and decide on rewards and punishments; At the same time, discuss the goal of the next stage and start a new cycle. If you don't achieve your goals, you should analyze the reasons, sum up the lessons, avoid blaming each other and maintain an atmosphere of mutual trust.

Question 7: What is the essence of management by objectives in management? Management by objectives in 1. management is a method.

Management by objectives in management science is a modern management science which is goal-oriented, people-centered and result-oriented, so that organizations and individuals can achieve the best performance. Management by objectives is also called "results management", commonly known as responsibility system. It refers to a management method that determines work objectives from top to bottom with the active participation of individual employees, and implements "self-control" in the work to ensure that the objectives are achieved from bottom to top.

2. Management by objectives in management science is an activity process.

Management by objectives is widely used in the field of enterprise management. Enterprise objectives can be divided into strategic objectives, strategic objectives, plans and tasks. Generally speaking, enterprise strategic objectives and advanced strategic objectives are formulated by senior managers; Intermediate goals are set by middle managers; Grass-roots managers set the main objectives; Plans and tasks are formulated by the staff and workers, and are linked to the due achievements of each member. The combination of top-down goal decomposition and bottom-up goal expectation makes the implementation of business plan based on the initiative and enthusiasm of employees and attracts employees to participate in business activities.

3. Management by objectives in management science is diverse and a process.

There are many forms of management by objectives in management science. But its basic content is the same procedure.

The so-called management by objectives is a procedure or process that enables the upper and lower levels in an organization to jointly determine the overall objectives of the organization in a certain period of time according to the mission of the organization, so as to determine the responsibilities and sub-objectives of the upper and lower levels, and take these objectives as the standards for organizing, evaluating and rewarding the contributions of units and individuals.

4. Management by objectives in management has limitations: First, it emphasizes short-term goals. The goals in most MBO are usually short-term goals: quarterly, monthly, etc. Short-term goals are more specific and easy to decompose, while long-term goals are more abstract and difficult to decompose. On the other hand, short-term goals are easy to get quick results, but long-term goals are not. Therefore, in management by objectives, organizations often seem to emphasize the realization of short-term goals and ignore long-term goals; Second, the guidance period is long. Management by objectives has very high requirements for managers, especially in the initial stage of management by objectives, which requires organizations to improve the assessment ability, identification ability, goal setting ability and summary ability of management employees through continuous training; The third is poor motivation. You can't change the objectives during the implementation of management by objectives, because doing so will lead to organizational confusion.

5. Management by objectives in management is challenging. Don't set some easy-to-achieve goals, but put pressure on yourself to jump to achieve them.

6. Management by objectives in management is time-sensitive. There must be a time limit to manage it.

7. Management by objectives in management science is concrete. For example, I earned the first bucket of gold in my life, 200 thousand.

8. Management by objectives in management is measurable. There should be a clear line between what has been done. Only in this way can our persistence become stronger.

9. Management by objectives in management science is realistic. Setting goals should be based on the status quo and face the reality. Don't say I want to fly, it can only be called daydreaming.

10, management by objectives in management should attach importance to human factors.

Management by objectives is a participatory, democratic and self-controlled management system, and it is also a management system that combines individual needs with organizational goals. Under this system, the relationship between superiors and subordinates is equality, respect, dependence and support, and subordinates are conscious, independent and autonomous after committing themselves to their own goals and being authorized.

(1), from setting goals to evaluating results, let employees participate and form a * * * understanding of goals through communication. Management by objectives is a form of employees' participation in management, which is decided by superiors and subordinates, and various objectives are determined in turn.

(2) Pay attention to the process and follow up the employee's action plan regularly.

(3) Continuous feedback and counseling, telling employees what they have done well and what they need to work hard to help them with their skills. The basic spirit of management by objectives is self-management. The implementation of the goal is carried out by the person in charge of the goal, and through his own supervision and measurement, he constantly corrects his behavior to achieve the goal. Management by objectives emphasizes self-comparison and summarization of achievements, shortcomings and mistakes in work, regular self-examination and self-correction, and continuous improvement of efficiency.

(4), always pay attention to the goal, don't make too many temporary instructions, arrange too many temporary tasks. Based on goals and people >>

Question 8: What are the objectives of management, that is, formulation, implementation, inspection and improvement? Because the goal of management is profit, management by objectives refers to a modern management science which is goal-oriented, people-centered, and results-based, so that organizations and individuals can achieve the best performance. There are some important things that cannot be simplified.

Question 9: What is management by objectives? Management by objectives originated from American management expert Drucker. In the book Management Practice published by 1954, he first put forward the idea of target management and self-control, and thought that the goals and tasks of enterprises must be transformed into goals. If an enterprise does not have an overall goal and sub-goals consistent with the overall goal to guide employees' production and business activities, then the bigger the enterprise, the more people there are. The greater the possibility of internal friction and waste. Simply put, it is a management system that allows managers and workers of enterprises to personally participate in the formulation of work objectives, implement self-control in their work, and strive to complete work objectives. Its principle is:

(1) The purpose and task of an enterprise must be transformed into objectives, and the single-objective evaluation should be transformed into multi-objective evaluation.

(2) to set goals for all kinds of people and departments at all levels in the enterprise. If a job has no specific goals, it will not be done well.

(3) The object of management by objectives should include all personnel from leaders to workers, and everyone should manage by objectives.

(4) Integration of achieving goals and assessment criteria, that is, assessment is conducted according to the degree of achieving goals, and rewards and punishments and wages are determined.

(5) Emphasize the creativity and enthusiasm of all kinds of people. Everyone should participate in the formulation, development and implementation of goals. Leaders should allow their subordinates to set their own goals according to the overall goals of the enterprise to meet the requirements of self-realization.

(6) No sub-goal can be divorced from the overall goal of the enterprise and go its own way. When the scale of the enterprise expands and new departments are divided, different departments may unilaterally pursue their own departmental goals, which may not help to achieve the overall goals required by users. The overall goal of an enterprise is often to set up various target posts and achieve comprehensive balance.

Some companies (and consulting companies) use different methods to evaluate their performance. They focus on goals and set target values. This method is called management by objectives.

These enterprises start by setting company goals. Sometimes middle managers and employees can present their goals to the boss, or the boss can suggest the goals that must be set for employees. Sometimes the supervisor is likely to persuade his subordinates to accept the goals he has set from his own point of view, in order to let them set goals to help implement the supervisor's goals. Sometimes companies can systematically set company-level goals. Then the company's goal will be by going up one flight of stairs. But once the goal is implemented to the next level, the functional barriers of various departments will be highlighted. The goals set by the financial manager are suitable for the financial department, as are the human resources department and other functional departments.

In this way, everyone pays attention to the goals that they think are important to them, because these goals are closely related to their performance evaluation and salary system. The company will organize a mid-year review to discuss the current progress and the gap with the annual target. At the end of the year, managers and employees will talk about the company's goals and personal goals, as well as the progress made. This subjective evaluation may lead to different opinions, because the final evaluation result will affect the promotion of annual bonus and salary.

An IT company decided to implement management by objectives throughout the company. In fact, they have already used this method when formulating the bonus system for the sales department. By comparing the actual sales with the target sales, the company gave the corresponding bonus to the sales staff. In this way, the actual salary of sales staff includes basic salary and a certain proportion of personal sales bonus.

The sales volume has increased greatly, but it is difficult for the production department to complete the delivery plan. The sales department complained that the production department didn't deliver the goods on time. The general manager and senior management decided to establish a goal-setting process for all departments, personal managers and key employees. In order to implement this new method, they need to use a performance evaluation system. The objectives of the production department include on-time delivery and inventory cost.

Why does the company's goal setting (linked to salary) actually lead to intensified contradictions and decreased profits? This is because the first goal is not set comprehensively. Each department only focuses on a few goals that are important to it. Secondly, the tradition of this company is to conduct a performance appraisal once a year, and once the goal is down, it cannot be changed. Therefore, even if some targets are found to have problems, they will not be revised in time. Third, between the objectives of various departments ... >>

Question 10: What is management by objectives? The management process of setting and achieving goals;

PDCA, the basic process of target management, includes: 1, p Setting goals: SMART principle; Program measures; Calendar;

Two-dimensional implementation

3.c. Process control: measure the gap between implementation status and objectives and standards, give feedback, correct deviation, adjust and improve;

4.a Evaluation and feedback: phased or summative evaluation is definitely effective, and improvement is ineffective or inefficient.

Then, start the next round of PDCA.

In this process, the foundation is to set goals, and the focus is on process control.