Management by objectives

you, some fellows I have never seen in this office but-I'll I be in the yard and they will talk to me there-on their ,
own ground as it were'. .

I
It would seem that for all the schemes mentioned in
this chapter, the ultimate success or failure may depend '. upon the degree of trust and confidence existing between;
the participants. Any scheme adopted could be judged to a considerable degree upon the 'net growth' of trust and confidence that it generates.

Management by objectives
Of the many books on organization techniques for the improvement of communication and performance, the philosophy which at present seems to be based most closely on the studies already reviewed is that of management by objectives. This theory is itself an example
of 'pay-off in organizational studies being developed from. the group dynamics research initiated by the late Kurt, ! Lewin of the Massachusetts Institute of Technology.
Briefly, the theory of management by objectives. , involves the setting of specific performance targets to be achieved in a given time. The targets may be set for the.
entire organization or for any part of it. The setting of the objectives ideally involves a superior and subordinate jointly, and at the end of the time period, both examine the subordinate's performance in terms of the extent to which the objectives have been achieved. If possible, the objectives should be qualified.
The benefits expected from the introduction of the system are, of course, greater all round efficiency. More specifically:
(a) The operation of the system will identify, and