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Lindberg, Erik; Wilson, Timothy L. – Journal of Educational Administration, 2011
Purpose: This paper seeks to explore how managing by objectives (MBO) has been adopted in Swedish schools and to reflect on some of the consequences in a longitudinal study. Results relate to whether introduction has increased student performance and whether it works as a tool for the principals to create more effective schools.…
Descriptors: Foreign Countries, Secondary Schools, Management by Objectives, Principals
DeLuca, Richard P. – Vocational Education Journal, 1987
Key elements in the effectiveness of the advisory committee at Erie County Technical School (Pennsylvania) are its organizational structure, liaison with staff, management by objectives, and leadership commitment. (SK)
Descriptors: Administrative Organization, Advisory Committees, Leadership, Management by Objectives
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Kiresuk, Thomas J.; And Others – New Directions for Program Evaluation, 1981
The consumer of a service is of primary importance when defining groups most concerned with program impact. Program effectiveness for the consumer may be increased through the use of certain guiding principles based on the extension of existing quality assurance and program evaluation methodologies. (Author/RL)
Descriptors: Accountability, Delivery Systems, Evaluation Methods, Human Services
Johnston, Robert W. – Training and Development Journal, 1979
Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)
Descriptors: Case Studies, Data Collection, Intervention, Management by Objectives
Peer reviewed Peer reviewed
Scott, Dow – Journal of Management, 1980
Investigated the causal direction between interpersonal trust and assessed value of an MBO program in a large mass-transit organization. Three measures of trust were collected. Results indicated that trust in superiors and trust in top management affect the assessed value of MBO and suggests that an interaction effect occurred. (Author)
Descriptors: Employee Attitudes, Employer Employee Relationship, Interpersonal Relationship, Interprofessional Relationship
Massey, Anne P.; Montoya-Weiss, Mitzi M.; O'Driscoll, Tony M. – Performance Improvement Quarterly, 2005
As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to…
Descriptors: Knowledge Management, Program Effectiveness, Performance Technology, Case Studies
Guerra, Ingrid; Bernardez, Mariano; Jones, Michael; Zidan, Suhail – Performance Improvement Quarterly, 2005
This case study illustrates the application of Mega--adding measurable value for all stakeholders including society--as the central and ultimate focus for needs assessment. In this case, two needs assessment studies were conducted within a five-year period (1999-2003) with the State of Ohio's Workforce Development (WD) program. An initial needs…
Descriptors: Needs Assessment, Quality of Life, Program Effectiveness, Labor Force Development