The results of a survey of 428 management personnel in 10 organizations identified three major dimensions which interact to define most management by objectives systems' variations and problems: supervisory style, measurability of objectives, and frequency of review of the organization. Suggestions for positive changes are offered. (AG)

The authors present guidelines for results-based management appraisal based on a pilot program in New York City government. Included are steps in formulating objectives, standards of accomplishment, and expected results for different types of executive and technical personnel. (MF)

The ASPA survey of chapter presidents, personnel people, and the opinions of professors of personnel subjects revealed a variety of attitudes towards these techniques. Technique users were in favor of them; professors tended to be conservative in their estimates. (BP)

According to the author, management by objectives (formal goal setting and review) depends a great deal on the kinds of goals the organization has and the commitment of top management to the process. He discusses its potential advantages and disadvantages, conditions for adopting it, and successful implementation. (JT)

Offers rationale for emphasizing management by job standards (MJS) rather than management by objectives. Presents program assumptions and implementation issues. One issue is that supervisors and, if possible, employees need to develop skill in writing job standards. Provides guidelines/examples for developing job standards. Examines implementation…

From a 1977 survey of twelve administrators who successfully use a management-by-objectives (MBO) method, the author lists twenty-seven steps for company management to take in setting their organizational goals. (MF)

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

From tours and seminars at the Institute of Rehabilitation Medicine, New York University Medical Center, employers make first-hand contact with physically disabled persons, recognize the rehabilitation process as analogous to the concept of management by objectives, and learn that there is little correlation between disability and vocational…

A model was proposed which considered individual differences and work environment in the design of management-by-objectives (MBO) programs. The field-testing of the model indicated that consideration must be given not only to the feasibility of the task goals and their applicability to the larger organizational objectives, but also to employee…

The managerial self-development program described was developed to help managers get a better look at themselves and the environment in which they operate. (Author)

Based on statistics that show that the number of white-collar people (or knowledge workers) will expand over 60 percent in the next decade, the author offers a wide range of suggestions on how business can more efficiently employ and manage this new breed of worker. (Editor/TA)

Although management has built remuneration policies on the belief that money does not motivate personnel, the author states that the best way to encourage high performance is still money if administered correctly. He discusses behavior theories, incentive/contingency principles, the weaknesses of many merit pay schemes, and factors in employee…

The author reviews the goal setting and action planning stages of the management by objectives process in employee performance appraisal, and discusses behaviorally anchored rating scales to describe job-specific behaviors associated with getting results with personnel who need more help in raising individual and organizational effectiveness. (MF)

As many management personnel decisions are subject to legal review today, managers cannot afford to make assumptions. The author discusses management behaviors in the treatment and testing of employees and offers some positive steps for managers to take in personnel reviews. (MF)