Describes the historical development and adoption of Management by Objectives (MBO) in public administration and argues that MBO should be treated as a managerial tactic, and not as a complete management system. (Available from the American Society for Public Administration, 1225 Connecticut Avenue, N.W., Washington, DC 20036; $30.00 annually) (JG)

Draws attention to some of the key problems needing emphasis in the design and implementation of MBO systems. (Author)

This guide to simplified performance management approaches contains five sections. The first section, entitled "Simple Techniques for Managing an Innovation," is written from the viewpoint of a principal as manager. It describes how to manage an innovation, develop an objective, allocate resources for the innovation, keep organized…

Classifies work dealing with Management by Objectives (MBO), summarizes major findings of the research and suggests observations regarding implementation and maintenance of MBO programs. Researchers feel positive about MBO. They warn of the moderating powers of intervening variables. Properly maintained, MBO will do what it is designed to do.…

Reports on empirically-based longitudinal study of performance in a manufacturing company that uses management by objectives. The performance of the subordinates of 181 MBO-involved supervisors in the production and marketing departments is analyzed. Time lag, reinforcement, and sustaining improvements in performance are considered and analyzed.…

San Jacinto, California, has adopted a measurable institutional objectives approach to management by objectives. Results reflect, not only improved cost effectiveness of community college education, but also more effective educational programs for students. (Author/WM)

Author exemplified why management by objectives shouldn't be the basis for salary administration. (Editor)

The study shows that positive changes in understanding organizational goals and expectations, performance, communication, interpersonal relationships, and other benefits appear to be associated with the application of management by objectives (MBO) within a university setting. (Author/WM)

Directed primarily toward those concerned with school administration, this guide describes a Management by Objectives (MBO) System and its application in a local school district. Three basic steps are outlined in the system approach: annual district-wide goals are set by the board of education in consultation with management personnel at all…

Guidance is provided to organizational personnel in establishing a means for assessing the effectiveness of a new performance appraisal system. (TA)

Program objectives and fiscal accountability were combined as program budgeting was developed in a local school district. This approach to budgeting increased staff involvement, emphasized the system approach, and improved communications. The budget development process is described and documented through one school year. (Author/DW)

Considering an organizational phenomenon from more than one theoretical perspective may be more fruitful than using a single rational approach. There is a danger that the restriction of information generation caused by the single approach may produce a false certainty engendered in part through the methodology itself. (Author/WM)

Many management styles in business and education today are not efficient, however the system of Management By Objectives (MBO) is proving to be successful. An MBO system basically has three parts: plan, implement, and review. In the planning stage the organization's purpose is defined, a mission statement developed, goals set, and objectives…

When programs or projects involve a complexity of personnel and activities, it often becomes an administrator's headache to keep the program on course. Some type of program operational guide (often referred to as work plans or management manuals) should be developed to assist program staff with management of the implementation process. An analysis…

Management by Objectives is a professional approach to management that determines what must be done (including establishment of priorities); how it must be done (the program steps or plan of action); when it must be done; what resources are needed (personnel, equipment, money); what constitutes satisfactory performance; how much progress is being…