Corporate Events & Team Building Ideas

To assess the effectiveness of MBO is a multifaceted task. Let us briefly evaluate a growing body of literature on the relationship between goals and performance. If factors such as a person’s ability and acceptance of goals are held constant, more tricky goals lead to elevated performance. Although individuals with tricky goals achieve them far less often than those who have easy goals, they, nevertheless perform at a consistently higher level.

Moreover studies consistently sustain the finding that specific complicated to achieve goals produce a higher level of output than do no goals or comprehensive goals such as do your best. Feedback also favorably affects performance. Reaction lets a person know whether his or her level of effort is sufficient or needs to be increased. It can induce a person to raise his or her goal level after attaining a previous goal and indicate ways to improve performance.

The results cited here are all consistent with MBO’s importance on precise goals and feedback. MBO implies, rather unambiguously states that goals must be apparent as feasible. Research on goal setting indicates that MBO is most effective if the goals are difficult enough to require some stretching.

 MBO strongly advocates that goals be set participative. Does the research demonstrate that participative set goals led to higher recital than those assigned by a manager? Somewhat surprisingly, the research comparing participative set goals with assigned goals has not shown any strong or constant relationship to performance. When goal difficulty has been held constant, assigned goals frequently do as well as participative determined goals, contrary to MBO ideology. Therefore, it is not possible to argue for the superiority of participation as do MBO proponents. One major benefits from participation, however is that appears to induce individuals to set more difficult goals. Thus, participation may have a positive outcome on performance by increasing one’s target aspiration level.

Studies of actual MBO programs confirm that MBO efficiently increase employee performance and organizational productivity. One of the more critical components of this effectiveness is top management commitment to the MBO process. When top managers had a high commitment to MBO and were personally involved in its implementation, productivity gains were higher than if this commitment was lacking.

Employee should have a clear understanding of what they’re attempting to accomplish. Furthermore, as a manager you have the responsibility for seeing that this task is achieved by helping your employees set work goals. Although these two statements appear to be common sense, it’s often a little more complex. Setting objectives is a skill that every manager needs to perfect. Following are the general principles of Management by Objectives.

Identifying an employee’s key job tasks:
Goal setting begins by defining what you want your employees to accomplish. The best source for this information is each employee’s job description.

Establish specific and challenging goals for each key task: Identify the level of performance expected of each employee specify the target for the employee to hit. Specify the deadlines for each gal. Putting deadlines on each goal reduces ambiguity. Deadlines however should not be set arbitrarily. Rather they need to be levelheaded given the tasks to be completed.

Allow the employee to actively participate: when employees participate in goal setting they are more likely to accept the goals. However, it must be sincere participation; that is employees must perceive that you are truly seeking heir input not just going through the motions.

Prioritize goals: when you give someone more than one goal, it is important to rank the goal in order of importance. Prioritizing encourages the employee to take action and expend effort on each goal in proportion to its importance. Rate goals for difficulty and importance. Goal setting should not encourage people to choose easy goals. When goals are rated, individuals can be given credit for trying difficult goals even if they don’t fully achieve them.

Build in feedback mechanisms to assess goal progress; Feedback lets employees know whether their level of effort is sufficient to attain the goal. Feedback should be both self generated and supervisor generated. In either case, feedback should be frequent and recurrent.

From the aforesaid discussion, it is clear that, each managres objective should lay down what the performance the individuals ownmanagerial unit is supposed to produce. Further more, corporate manager is accountable for the attainment of overall objectives.

Dr.R.SRINIVASAN is a Post graduate in commerce and corporate secretary ship . He received his doctoral degreein the Managementfaculty from Alagappa University in 1997. He is now Working as an ASSOCIATE PROFESSORin Post graduate and Research Department of Corporate Secretaryship at Bharathidasan Government College for Women (Autonomous), Pondicherry University, Puducherry.He currently teaches Accounting ,financial management and Research Methodology Subjects. Before Joining BGCW, he was teaching in SNR College, Coimbatore, Sindhi college, Chennai& T.S.Narayanasamy College, Chennai for eight years. He was with the industry for a short term at Salzar Electronics Pvt. Ltd, Coimbatore. He has about 20 years of teaching experience and having research experience of 15 years. His interests are in Accounting and finance, Capital Market, Quantitative Methods. He underwent the Faculty Development Programme at Indian Institute of Management Ahmedabad during 2000-01. He has presented 20 papers in national and international conferences and has published twenty papers in the areas of Finance and Human resource Management in National Journals. Co-authored a book titled, ‘Investors Protection, published by Raj Publications, New Delhi He has delivered lectures in contemporary finance topics at Pondicherry University. He is involved in consultancy projects for Godrej Saralee, Chennai in the areas of Statistical Applications. He has supervised a number of research projects in the area of corporate finance and Human Resource Management. He is the Board of examiner in corporate Secretaryship and Management for the past two decades.
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