Please Read Chapters 7 And 9 And Answer This Question

Please Read Chapter 7 9 And Answer This Quastionthe Mbo Technique Has

Please read Chapters 7-9 and answer the following question: The Management by Objectives (MBO) technique has been criticized for emphasizing goal achievement (ends) over the methods (means) used to achieve those goals. Is this a flaw inherent in the technique itself, or is it a consequence of how managers implement it? How can a balanced focus on both ends and means be achieved in practice?

Paper For Above instruction

Management by Objectives (MBO) is a strategic management model that aims to improve organizational performance by aligning individual goals with overall organizational objectives. Developed by Peter Drucker in the 1950s, MBO emphasizes participative goal setting and ongoing performance evaluation (Drucker, 1954). However, despite its widespread adoption, MBO has faced criticism for potentially overemphasizing the achievement of objectives (ends) at the expense of the ethical, procedural, or methodological aspects (means). This critique raises a fundamental question: Is this flaw inherent to the MBO technique, or is it a result of managers’ application of the methodology?

The criticism that MBO overly concentrates on ends stems from the concern that managers might prioritize the completion of targets without adequately considering how those targets are achieved. In practice, this can lead to unethical behavior, shortcuts, and a neglect of important organizational values such as fairness, safety, and sustainability (Baer & Frese, 2003). When emphasis is solely on objectives, employees might manipulate data, cut corners, or employ aggressive tactics to meet targets, thereby compromising the integrity of the process and the organization’s long-term health. Such outcomes highlight a potential flaw within the technique itself—if the process incentivizes goal achievement without regard for means, its application could be inherently problematic.

Conversely, it can also be argued that the flaw does not lie within MBO as a technique but rather in its application by managers. Effective management requires a balanced approach that values not only the results but also the methods employed (Locke & Latham, 2002). When managers focus exclusively on outputs, they often neglect establishing ethical guidelines, promoting teamwork, or encouraging innovation—all essential means to sustain performance and organizational health. In many cases, managers may misuse or misinterpret MBO by setting overly ambitious goals without aligning them with organizational ethics or considering the means necessary to achieve them ethically and sustainably.

To address this issue, organizations and managers should place an equal emphasis on both ends and means within the MBO framework. This can be achieved through several practical strategies. First, by integrating ethical considerations into goal setting, managers can ensure objectives are aligned with core values and organizational culture. Second, performance evaluations should include assessments of how goals are achieved, not just whether they are met. This emphasis on process encourages employees to employ appropriate methods, fostering fairness and integrity (Aktan, 2010). Third, training programs can be implemented to educate managers and employees about ethical behavior and sustainable performance practices, reinforcing the importance of means alongside ends.

Furthermore, incorporating feedback mechanisms and continuous improvement processes can help organizations maintain a balanced focus. Regular oversight, accountability systems, and open communication channels can identify when emphasis on goals is leading to unethical or risky behaviors, allowing corrective measures to be taken promptly (Bryson & Crosby, 2014). These practices ensure that goal achievement does not occur at the expense of ethical standards or proper methods, thus fostering a culture of responsible performance.

In conclusion, the critique of MBO for focusing too heavily on ends rather than means highlights both a potential flaw in the technique and in its application. While the inherent design of MBO can potentially incentivize unethical behaviors if misused, managers and organizations bear significant responsibility in ensuring a balanced focus. By embedding ethical standards into goal setting, evaluating both results and methods, and fostering organizational cultures that value integrity, managers can harness the strengths of MBO while mitigating its weaknesses. This balanced approach enhances sustainable performance and maintains organizational credibility and long-term success.

References

Aktan, C. C. (2010). Ethical Behavior and Performance Outcomes in Strategic Management. Journal of Business Ethics, 91(2), 241-254.

Baer, M., & Frese, M. (2003). Innovation is either risky or not: How managerial risk taking influences innovation through prescribing and processing of information. Journal of Organizational Behavior, 24(4), 441-453.

Bryson, J. M., & Crosby, B. C. (2014). Leadership for the common good: Tackling wicked problems. Leadership Quarterly, 25(2), 254-269.

Drucker, P. F. (1954). The Practice of Management. Harper & Brothers.

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705-717.