Management By Objectives (MBO) – Management By Exception (MBE)

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MANAGEMENT BY OBJECTIVE
Management by objective
Introduction
Management by Objectives, often shortened to MBO, is simply one of several management
models that have been used, and are still being used even today. This technique allows
management to focus on the attainable goals of the organization, and to work towards
achieving the best possible results, using the resources available to the organization at that
point in time.
The goal of this model is to improve the overall performance of an organization by defining
its objectives clearly, and these objectives have to have been agreed to completely by the
management, the employees, and the other members of the organization. In other words, it
operates on the assumption that, if the goals of the organization are aligned with that of the
employees, then achieving these goals through work performance will be more successful.
The origins of MBO can be traced back to 1954, when management expert Peter Drucker first
introduced the term and the concept in his book, entitled “The Practice of Management”.
Basically, he described it as an environment where management and employees join forces
and work together to set and monitor the goals of the organization for a certain period.
Meaning and definition
Management by objectives (MBO) is a strategic management model that aims to improve the
performance of an organization by clearly defining objectives that are agreed to by both
management and employees. According to the theory, having a say in goal setting and action
plans encourages participation and commitment among employees, as well as aligning
objectives across the organization.
It refers to the process of setting goals for the employees so that they know what they are
supposed to do at the workplace.Management by Objectives defines roles and responsibilities
for the employees and help them chalk out their future course of action in the organization.
Need for Management by Objectives (MBO)
 The Management by Objectives process helps the employees to understand their duties
at the workplace.
 KRAs are designed for each employee as per their interest, specialization and
educational qualification.
 The employees are clear as to what is expected out of them.

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• Management by Objectives process leads to satisfied employees. It avoids job mismatch
and unnecessary confusions later on.
 Employees in their own way contribute to the achievement of the goals and objectives
of the organization. Every employee has his own role at the workplace. Each one feels
indispensable for the organization and eventually develops a feeling of loyalty towards
the organization. They tend to stick to the organization for a longer span of time and
contribute effectively. They enjoy at the workplace and do not treat work as a burden.
 Management by Objectives ensures effective communication amongst the employees. It
leads to a positive ambience at the workplace.
 Management by Objectives leads to well defined hierarchies at the workplace. It ensures
transparency at all levels. A supervisor of any organization would never directly interact
with the Managing Director in case of queries. He would first meet his reporting boss
who would then pass on the message to his senior and so on. Every one is clear about
his position in the organization.
 The MBO Process leads to highly motivated and committed employees.
 The MBO Process sets a benchmark for every employee. The superiors set targets for
each of the team members, each employee is given a list of specific tasks.
Features of MBO
1. Goal Orientation:
MBO focuses on the determination of unit and individual goals in line with the organizational
goals. These goals define responsibilities of different parts of the organisation and help to
integrate the organisation with its parts and with its environment.MBO seeks to balance and
blend the long term objectives (profit, growth and survival of the firm with the personal
objectives of key executives. It requires that all corporate, departmental and personal goals
will be clearly defined and integrated.
2. Participation:
The MBO process is characterized by a high degree of participation of the concerned people
in goal setting and performance appraisal. Such participation provides the opportunity to
influence decisions and clarify job relationships with superiors, subordinates and peers.
It also helps to improve the motivation and morale of the people and results in role clarity.
Participative decision-making is a prerequisite of MBO. MBO requires all key personnel to
contribute maximum to the overall objectives.
3. Key Result Areas:

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The emphasis in MBO is on performance improvement in the areas which are of critical
importance to the organisation as a whole. By identification of key result areas (KRAs),
MBO ensures that due attention is given to the priority areas which have significant impact
on performance and growth of the organisation.
Goals of all key personnel are properly harmonized and they are required to make maximum
contribution to the overall objectives. Key and sub Key areas are identified for each function
as shown in the following example:
4. Systems Approach:
MBO is a systems approach of managing an organisation. It attempts to integrate the
individual with the organisation and the organisation with its environment. It seeks to ensure
the accomplishment of both personal and enterprise goals by creating goal congruence.
5.Optimization of Resources:
The ultimate aim of MBO is to secure the optimum utilization of physical and human
resources of the organisation. MBO sets an evaluative mechanism through which the con-
tribution of each individual can be measured.
6.Simplicity and Dynamism:
MBO is a non-specialist technique and it can be used by all types of managers. At the same
time it is capable of being adopted by both business and social welfare organizations. MBO
applies to every manager, whatever his function and level, and to any organisation, large or
small.
7.Operational:
MBO is an operational process which helps to translate concepts into practice. MBO is made
operational through periodic reviews of performance which are future-oriented and which
involve self-control.
8.Multiple Accountability:
Under MBO, accountability for results is not centralized at particular points. Rather every
member of the organisation is accountable for accomplishing the goals set for him.
Multiple centers of accountability discourage ‘buck-passing’ and ‘credit-grabbing’. MBO
establishes a system of decentralized planning with centralized control
9. Comprehensive:
MBO is a ‘total approach’. It attaches equal importance to the economic and human
dimensions of an organisation. It combines attention to detailed micro-level, short range
analysis within the firm with emphasis on macro-level, long range integration with the
environment.

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.
Benefits of MBO
1. Better Managing:
MBO results in improved and better managing. Better managing requires setting goals for
each and every activity and individual and ensuring that these are achieved. MBO not only
helps in setting objectives but also ensures balancing of objectives and resources. For
establishing objectives there is a need for better and result oriented planning. Management by
objectives forces managers to think about planning for results, rather than merely planning
activities or work. Managers will devise ways and means for achieving objectives. The
objectives also act as controls and performance standards. So MBO is helpful in improving
management.
2. Clarifying Organisation:
MBO helps in clarifying organisational roles and structures. Responsibility and authority are
assigned as per the requirements of the tasks assigned. There is no use of fixing objectives
without delegating requisite authority. The positions should be built around the key results
expected of people occupying them. Implementation of MBO will help in spotting the
deficiencies in the organisation.
3. Encouraging Personal Commitment:
The main benefit of MBO is that it encourages personnel to commit themselves for the
achievement of specified objectives. In a normal course people are just doing the work
assigned to them. They follow the instructions given by the superiors and undertake their
work as a routine matter. In MBO the purpose of every person is clearly defined with his or
her own consent. People in the organisation have an opportunity to put their own ideas before
superiors, discuss the pros and cons of various suggestions and participate in setting the final
objectives. When a person is a party for setting objectives then he will make honest endeavor
to achieve them. He will feel committed to reach the goals decided with his consent. A
feeling of commitment brings enthusiasm and helps in reaching the goals.
4. Developing Controls:
MBO mechanism helps in devising effective controls. The need for setting controls is the
setting of standards and then finding out deviations if any. In MBO, verifiable goals are set
and the actual performance will help in finding out the deficiencies in results. Every person is
clear about what is expected from him and these standards act as clear cut controls. So
controls can easily be devised when MBO is followed.

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Drawbacks of MBO
This system suffers from a number of weaknesses which are discussed as under:
1.Failure to Teach MBO Philosophy:
The success of MBO will depend upon its proper understanding by managers. When
managers are clear about this concept only then they can explain to subordinates how it
works, why it is being done, what will be the expected results, how it will benefit
participants, etc. This philosophy is based on self direction and self control and aims to make
managers professionals.
2.Failure to Give Guidelines to Goal setters:
If the goal setters are not given proper guidelines for deciding their objectives then MBO will
not be a success. The managers who will guide in goal setting should themselves understand
the major policies of the company and the role to be played by their activity. They should
also know planning premises and assumptions for the future. Failure to understand these vital
aspects will prove fatal for this system.
3.Difficulty in Setting Goals:
The main emphasis in MBO technique is on set ting objectives. The setting of objectives is
not a simple thing. It requires lot of information for arriving at the conclusions. The
objectives should be verifiable so that performance may be evaluated. Some objectives may
not be verifiable, precaution should be taken in defining such objectives. The objectives
should not be set casually otherwise MBO may prove liability for the business.
4.Emphasis on Short Term Objectives:
In most of the MBO programs there is a tendency to set short-term objectives. Managers are
inclined to set goals for a year or less and their thrust is to give undue importance to short
term goals at the cost of long term goals. They should achieve short term goals in such a way
that they help in the achievement of long term goals also. There may be a possibility that
short term and long term objectives may be incompatible because of specific problems. So
proper emphasis should be given to both short term and long term objectives.
5. Danger of Inflexibility:
There is a tendency to strict to the objectives even if there is a need for modification.
Normally objectives will cease to be meaningful if they are often changed, it will also be
foolish to strive for goals which have become obsolete due to revised corporate objectives or
modified policies.

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Process of MBO
The 6 steps of the MBO process are;
1. Define organizational goals
2. Define employees objectives
3. Continuous monitoring performance and progress
4. Performance evaluation
5. Providing feedback
6. Performance appraisal
Let’s briefly look at each of these;
1. Define Organizational Goals
Goals are critical issues to organizational effectiveness, and they serve a number of
purposes. Organizations can also have several different kinds of goals, all of which must
be appropriately managed.
And a number of different kinds of managers must be involved in setting goals. The goals set
by the superiors are preliminary, based on an analysis and judgment as to what can and what
should be accomplished by the organization within a certain period.
2. Define Employees Objectives
After making sure that employees’ managers have informed of pertinent general objectives,
strategies and planning premises, the manager can then proceed to work with employees in
setting their objectives.
The manager asks what goals the employees believe they can accomplish in what time
period, and with what resources. They will then discuss some preliminary thoughts about
what goals seem feasible for the company or department.
3. Continuous Monitoring Performance and Progress
MBO process is not only essential for making line managers in business organizations more
effective but also equally important for monitoring the performance and progress of
employees.
For monitoring performance and progress the followings are required;

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i. Identifying ineffective programs by comparing performance with pre-established
objectives,
ii. Using zero-based budgeting,
iii. Applying MBO concepts for measuring individual and plans,
iv. Preparing long and short-range objectives and plans,
v. Installing effective controls, and
vi. Designing a sound organizational structure with clear, responsibilities and decision-
making authority at the appropriate level.
4. Performance Evaluation
Under this MBO process performance review is made by the participation of the concerned
managers.
5. Providing Feedback
The filial ingredients in an MBO program are continuous feedback on performance and goals
that allow individuals to monitor and correct their own actions.
This continuous feedback is supplemented by periodic formal appraisal meetings in which
superiors and subordinates can review progress toward goals, which lead to further feedback.
6. Performance Appraisal
Performance appraisals are a regular review of employee performance within
organizations. It is done at the last stage of the MBO process.
.

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MANAGEMENT BY EXCEPTION
Introduction
It is a system of identification and communication that signals the manager as to when and
where his attention is needed. The main object of this system is to enable the manager to
identify and isolate the problems that call for decision and action, and avoid or ignore or pay
less attention to less critical problems which better be handled by his subordinates.
Under this system the manager should receive only condensed, summarised and invariable
comparative reports covering all the elements, and he should have all the exceptions to the
past averages or standards pointed out, both the specially good and the specially bad
exceptions.
Meaning and definition
Management by exception is the practice of examining the financial and operational results of
a business, and only bringing issues to the attention of management if results represent
substantial differences from the budgeted or expected amount.
Principles or Importance of Management by exception
1. Easy Determination of Responsibility:
The predetermined objectives, standard of job performances, duties and rights are defined and
specified in details for all the different Levels of Management, it is easy to ascertain and
justify the responsibilities any time in the process of whole operation.
2. Saves Time:
The Top Levels of Management saves a lot of time after delegating the Authority to perform
daily routine jobs and other decisions as per the requirement of the situation or needs.
Hereafter, are able to concentrate upon the key issues & policy matter of the organization.
3. Optimum Utilization of Abilities:
The techniques involved in the Management by Exceptions highlights the total decision
making pattern at the different Levels of Management, whereby each respective individual in
his capacity according to his managerial level is independent to take decision and is totally
responsible for its outcome or action. Hence, the manpower available in the business or
industrial unit is expected to utilize all his abilities to the optimum level. In other words the
organization is prepared to utilize the abilities of its man power to the maximum extent.
4. Increases Productivity:
The application of Management by Exceptions techniques, provide Middle & Lower Levels
of Management with Authority and Responsibility. This helps them in job performances and
makes them feel to be part of the business or industrial unit. The above factor raises their

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esteem and respective managers or supervisor in turn give their whole hearted efforts for the
success of organizations objectives. Ultimately the Productivity & Efficiency of the whole
team increases many fold.

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5. Enhances Research & Developments:
Management by Exceptions gives emphasis to timely consistent supervision and assessment
of activities as well as analyzing the total job performances. Constant supervision facilitates
in taking decisions and drawing logical conclusion. This systematic approach supports
Research & Developments, thereby helping in reaching to required conclusion and enhancing
the overall performances and results.
6. Develops Subordinates:
This technique of Management by Exceptions supports the development of subordinates, as
the authority given and also the freedom to take independent decisions or take initiatives to
proceed to solve upcoming issues or problems. This unique opportunity of taking
independent decisions helps in developing dedicated and efficient individuals or
subordinates, capable of giving desired results.
Advantages of Management by Exception:
1. It saves time. Manager attends to real problems at a particular point of time.
2. Concentrated efforts are possible, as this system enables the manager to decide when
and where he should pay his attention. It identifies crisis and critical problems.
3. Lesser number of decisions is required to be taken, which enables the manager to go
into detail.
4. This enables to increase span of control and increase the activities for a manager.
5. Use of past trends, history and available data can be made fully.
6. It alarms the management about the good opportunities as well as difficulties.
7. Qualitative and quantitative yardsticks are provided for judging the current position.
Limitations of Management by exception
1. It requires a comprehensive observing and reporting system.
2. It increases paper work.
3. The system is silent till the problem becomes critical.
4. Some important factors, like human behaviour, are difficult to measure.

Management By Objectives (MBO) – Management By Exception (MBE)

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