Myth 1: Management by objectives is hierarchical decomposition from top to bottom.
Everyone thinks that management by objectives comes from strategy, and then it is decomposed layer by layer, and the objectives of each link are formulated and implemented to everyone, and then it is supervised and followed up, as if this is how management by objectives is realized. Even some managers directly think that my work has been arranged properly, as if the work has been arranged for subordinates and the manager's work has been completed. If it is so simple, it is not easy to be a manager.
Such managers don't understand the true meaning of management by objectives. Managers are actually the most tiring process. If everything is managed in an arranged way, the essence of management will be lost. The Essence of Enterprise Management is Jack Welch's new book, and my notes about this book will be sent to the circle of friends later.
Let's talk about three characteristics of management by objectives.
First of all, target management should involve subordinates in setting goals and realize self-management. To put it bluntly, it is people-oriented. Management by objectives is not a top-down deployment, but a bottom-up commitment.
Secondly, after the goal is achieved, as a manager, we should communicate in time to inspire our subordinates to devote themselves to the next stage of work with the greatest enthusiasm.
Finally, the scope of application of management by objectives is managers, that is, those who are not easy to determine with quantitative economic indicators. The scope must be clear. For example, the best management method for front-line personnel in the market is to control through economic indicators, such as signing contracts and withdrawing funds.
Four implementation steps of target management.
One is to set goals and standards from the bottom up. In this process, it is even more necessary for subordinates to spontaneously tell their work plans for the next month, and managers should make records. The whole process is actually a process of establishing subordinates to make commitments with their own credit, that is, the goal is your commitment to the company.
It is better for managers to manage with their subordinates' own promises than to simply arrange-implement them. Of course, in the process of * * * setting goals, we should try our best to guide us closer to the organizational goals.
In this process, we must avoid two common mistakes.
First, as a manager, when I didn't know how to break down the organizational indicators, I said, "This indicator is set by the company, and I have no choice. You should find a way to achieve it. " This is a statement that hurts your leader and is also a very incompetent performance. It will make subordinates think that you can't finish the job. Forcing me to do it is obviously to let me undertake the assessment, which is an unreasonable requirement of the company. Second, subordinates will not give you feedback on what to do next month, because everyone has a sense of risk aversion and will think that the more I say, the more I do, and the greater the possibility of making mistakes in the future. Therefore, when talking about phased goals, I will try my best to promise you something that can be easily completed.
How to avoid the above two kinds of mistakes is the wisdom and ability that a qualified manager must possess. Because specific problems need specific analysis, I won't explain them.
Second, we should do a "one-on-one" monthly exam in time. There are two meanings in this. "One-on-one" means full communication and repeating the work promised last time. Whether it is completed within the specified time and quality must be paid attention to in this process. Unless it is "force majeure", other reasons can be considered as excuses. "Monthly development" is to grasp it in time. Some managers don't communicate with their subordinates for half a year, which is essentially a failure to fulfill their obligations as managers. Here, the so-called busyness of managers can also be considered as an excuse. Because managers have only one thing to be busy with, that is, how to mobilize the enthusiasm of subordinates and get together to achieve organizational goals.
The third is subordinate self-evaluation, which is decided by the boss. Management by objectives is not just about the boss grading his subordinates. It is more effective for subordinates to make a self-evaluation after fully communicating with themselves and realize the shortcomings in their work than to directly evaluate a person who has never done it.
The fourth is to discuss the direction of improvement. This process is the key to management by objectives, and it is also the focus of Jack Welch's book The Essence of Business. Individuals cannot achieve their goals. Generally speaking, the reason is rarely because of poor subjective initiative, although many managers attribute the reason here and then conduct rough management through criticism and fines. Management objectives have not been achieved. As a manager, we must analyze the reasons, find out the problems, give suggestions and set the direction with our subordinates. Otherwise, it will be impossible to mobilize the enthusiasm of subordinates to achieve their goals next time.
Myth # 2: The principle of cleverness seems to be useful, but it is useless.
Most enterprises feel that they have fully applied the SMART principle and will come up with a series of things such as balanced scorecard and KPI to prove it. In fact, the SMART principle has not been put into practice at all, which is the biggest fault in the use of foreign management tools by our enterprises in China, just as 5S extends to 6S, 7S, 8S and so on. And the most basic result is not done well.
The goal must be clear. Specific objectives refer to how and to what extent all work must be completed, and cannot be said in general terms. For example, increase costs, reduce costs, increase customer satisfaction, and improve production efficiency. Such a statement is not a specific job.
The goal must be quantifiable, that is to say, all the quantification that must be quantifiable and the standards that cannot be quantified must be given. There is a unified, standardized and clear standard between the maker and the evaluator, otherwise the goal will go astray in the implementation process.
The goal must be achievable, that is, as we often say, after the goal is set, let the other party jump up and go to work, so that the work is substantial and achievable.
Goals are related to other goals, and personal goals must be closely related to organizational goals, job responsibilities, departmental responsibilities, etc. , and must be firmly controlled. If the realization of a personal goal is poorly related to other goals, then even if this goal is achieved, it will have little significance to the whole.
The goal must have a clear time limit, that is, according to the work weight and the important urgency, we must work out the specific time requirements for completing the goal and grasp the changes of the project progress in real time, not after the date, because our management purpose is not to postpone the assessment, but to finish it on time.
Myth 3: Failure to reach the goal is a problem with the execution of subordinates.
This is also a mistake that we usually make easily. It seems that as long as the superior arranged, the goal was not achieved, because the subordinates were poor in technology or unwilling to carry out their work in the arranged way. All the reasons have nothing to do with themselves, but subordinates don't strictly obey the arrangement of superiors. The so-called "poor execution".
In fact, Drucker explained very clearly decades ago that management by objectives did not achieve the desired effect, but the manager's own leadership had a problem, which is what we often say, all problems are leaders' problems. It's not that we assign tasks, even if the work is finished, the process of achieving the goal is also to communicate with subordinates repeatedly to reach a * * * knowledge to help subordinates find problems, solve problems and prevent problems. Next time you are criticized for not achieving your goals, you need to find out whether you are a manager or not. There is something wrong with leadership.
To achieve the effective implementation of the goal, we need to comprehensively consider the following eight aspects. Only by doing all this can we have good leaders. With the gradual improvement of leadership, plus the four steps of making full use of management by objectives mentioned above, we can lay the foundation for achieving our goals.
1, it is necessary to consider whether the work objectives of subordinates summarize the main characteristics of their work requirements.
2, to think about whether the subordinate's work goals and organizational goals are consistent.
3, to think about whether there are primary and secondary goals of subordinates.
4. Think about whether the work goals you understand are highly consistent with the goals your subordinates understand, so as to avoid directional errors caused by information asymmetry.
5, to think about whether the resources needed to achieve the work goals of subordinates match in place.
6. Think about whether you have used appropriate incentives to encourage your subordinates to maintain positive struggle and strive to achieve their goals.
7, to think about whether subordinates in the process of achieving the goal, imagine to give the necessary help and guidance.
8. Think about whether you can give a scientific evaluation when your subordinates finish their work.
In particular, the focus of evaluation is not the evaluation itself, just as the purpose of evaluation is not the evaluation itself, because these will not bring benefits to the development of enterprises. The focus of the evaluation is communication, and through effective communication, it lays the foundation for * * * to set goals and complete them.