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MBO and the Small Organization

MBO and the Small Organization American Journal of Small Business, Volume/, Number 1, July, 1976 MBO and The Small Organization G. JAMES FRANCIS, Colorado State University STEVEN F. BOLANDER, Colorado State University INTRODUCTION Since Peter Drucker's Practice of Management (1954), Management by Objectives (MBO) has been one of the more controversial approaches to participative manage­ ment. Despite a growing experience extolling the benefits of MBO[l], some feel it is still an altruistic theory that has never really worked in the "real world." Even among those who feel that MBO is indeed a viable managerial approach, there is considerable disagreement as to how it is best utilized. Many advocates of MBO view it as a technique for improving performance appraisal, and others claim that the real benefits are to be gained through making organizational and individual goals more compatible. It must be remembered that MBO is, after all, not a panacea, but a managerial system that can be used within nearly any organizational environment for nearly any purpose. The key to this system is the same as for any other, the people within the organiza­ tion. If the people have the will to make it work, it will work. If the people will not accept http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png American Journal of Small Business SAGE

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Publisher
SAGE
Copyright
© 1976 SAGE Publications
ISSN
0363-9428
eISSN
1540-6520
DOI
10.1177/104225877600100101
Publisher site
See Article on Publisher Site

Abstract

American Journal of Small Business, Volume/, Number 1, July, 1976 MBO and The Small Organization G. JAMES FRANCIS, Colorado State University STEVEN F. BOLANDER, Colorado State University INTRODUCTION Since Peter Drucker's Practice of Management (1954), Management by Objectives (MBO) has been one of the more controversial approaches to participative manage­ ment. Despite a growing experience extolling the benefits of MBO[l], some feel it is still an altruistic theory that has never really worked in the "real world." Even among those who feel that MBO is indeed a viable managerial approach, there is considerable disagreement as to how it is best utilized. Many advocates of MBO view it as a technique for improving performance appraisal, and others claim that the real benefits are to be gained through making organizational and individual goals more compatible. It must be remembered that MBO is, after all, not a panacea, but a managerial system that can be used within nearly any organizational environment for nearly any purpose. The key to this system is the same as for any other, the people within the organiza­ tion. If the people have the will to make it work, it will work. If the people will not accept

Journal

American Journal of Small BusinessSAGE

Published: Jul 1, 1976

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