NCJ Number
37360
Journal
Campus Law Enforcement Journal Volume: 6 Issue: 5 Dated: (SEPTEMBEROCTOBER 1976) Pages: 20-22
Date Published
1976
Length
3 pages
Annotation
THE BASIC STEPS INVOLVED IN A MANAGEMENT BY OBJECTIVES (MBO) PROGRAM ARE OUTLINED AND THE MAJOR REASONS FOR THE FAILURE OF MANY MBO PROGRAMS IN LAW ENFORCEMENT AGENCIES ARE EXAMINED.
Abstract
MANAGEMENT BY OBJECTIVES IS A WAY OF MANAGING IN WHICH THE SUPERIOR AND SUBORDINATE MANAGERS IN AN ORGANIZATION A) JOINTLY DEFINE THE ORGANIZATION'S GOALS, B) DEFINE EACH INDIVIDUAL'S MAJOR AREAS OF RESPONSIBILITY IN TERMS OF RESULTS EXPECTED, AND C) USE THESE ORGANIZATIONAL GOALS AND EXPECTED RESULTS AS GUIDES FOR OPERATING THE UNIT AND AS GUIDELINES FOR EVALUATING THE CONTRIBUTION OF EACH OF THE ORGANIZATION'S MEMBERS. AFTER EXAMINING THE USE OF MBO IN MANY POLICE AGENCIES, THE AUTHORS DETERMINED SIX MAJOR CAUSES OF FAILURE OF MBO PROGRAMS. THESE ARE: THERE IS INADEQUATE TOP MANAGEMENT SUPPORT FOR MOB PROGRAMS; EMPLOYEES FEEL THAT THE MBO PROGRAM WILL BE USED TO 'PIN THEM DOWN' OR REQUIRE MORE PRODUCTION FROM THEM; AND EMPLOYEES ARE NOT PROVIDED WITH ENOUGH TRAINING AND ASSISTANCE IN THE DEVELOPMENT OF THEIR PERFORMANCE PLANS. OTHER REASONS FOR MBO FAILURES WERE THAT EMPLOYEES DID NOT PARTICIPATE MEANINGFULLY IN THE DEVELOPMENT OF THEIR OWN PERFORMANCE PLANS; THAT TOP MANAGEMENT DOES NOT UNDERSTAND THE INSTALLATION TIME REQUIREMENTS, AND THAT PAY AND ORGANIZATIONAL REWARDS ARE NOT TIED TO PERFORMANCE AS MEASURED IN THE MBO PROGRAM.