A tongue-in-cheek description of how to render management-by-objectives harmless.. The MBO subversion model operates in six phases: (1) Lampoon-tation, (2) Concept Isolation, (3) Gandhian Passive Resistance, (4) Overhead Magnification, (5) Feigned Paranoia, and (6) Prophetic Self-Fulfillment. (Author/JF)

Behaviorally anchored rating scales (BARS) provide a means of integrating effectiveness-based and behavior-based appraisal systems. BARS is a set of scales--one for each major job dimension, or broad class of duties, responsibilities, or activities of a job. (Author/IRT)

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)

This handbook tells how to identify and afford on-the-job development for administrators and supervisors of a school system or other institution and at the same time how to evaluate them. Developmental performance evaluation, the book says, is similar to Management by Objectives and Program Planning Budgeting Systems and can be used in conjunction…

A brief discussion of the importance of management by objectives in business is followed by a do-it-yourself model incorporating the principles of P.I.E.--Planning, Intervention, Evaluation--and a list of key points to be covered in the early part of the program between the Teacher-Manager and the Student-Manager. (CMV)

In this speech, the author discusses the use of the management by objectives (MBO) approach as a means for accomplishing accountability. He traces the steps to be taken by participants -- from superintendent to school staff -- in implementing an MBO program. (JF)

Describes a planning model based on the experience at the University of Wisconsin--Oshkosh whose basic context is a statement of institutional mission; within that mission, planning assumptions are developed for an eight-year period. Outlines the planning process for a one-year cycle. (MB)

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)

Some of the most commonly asked questions about management by objectives are answered by an authority. They deal with implementation, effect on creativity, quantification, time involvement, effect on budget, personnel requirements, consultant services, and examples of institutions where MBO is used. (Author/LBH)

Outlines the management-by-objectives process used to monitor, train and develop personnel in a youth service project. (BR)

Article describes one approach to planning based on management by objectives. The program used for illustration is Project RITE (Reach, Involve, Teach, Evaluate), a rural Michigan community college consortium involving Michigan State Universtiy and five rural Michigan community colleges. (Authors/CB)

Outlines guidelines used at Cowley County Community College (Kansas) in the planning process, which should be participative, systematic, action-oriented, simple, and flexible. The planning model is organized into five parts: mission setting, trends and projects, needs and resources, goals and objectives, and plan of action. (MB)

Provides basic guidelines which school officials and school boards may find helpful in negotiating, establishing, and managing objectives. Discusses characteristics of good objectives, specific and directional objectives, multiple objectives, participation in setting objectives, feedback on goal process and achievement, and managing a school…