The OPTIMAL MBO: A model for effective management-by-objectives implementation

Gotteiner, Sharon

doi:10.26595/eamr.2014.2.2.3

Cited by 6 publications

(7 citation statements)

References 16 publications

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“…Drucker popularized MbO, since 1954 [12], but this also applied by companies like: Hewlett-Packard, Zerox, Intel, DuPont and others; it was also adopted by the Japanese. In 2016 emerged the "optimal MbO" (OMbO) [13], giving emphasis to leader's support. He ar- Planning is required for top-management to see why plans fail!…”

Section: Literature Reviewmentioning

confidence: 99%

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Plan the Business of a Vessel of a Tramp Shipping Company

Γουλιέλμος¹

2019

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We described the procedure, and the importance, of the budget or plan of expenses (cost) of a vessel in a tramp shipping company, and also we addressed the difficulty to plan receipts (revenue). We analyzed the structure of a shipping company in departments and their particular role in spending and collecting money. Leaving, for a while, aside reality, we analyzed the true objective of a vessel, which is to minimize cost. Vessel's half-square isoquant is presented as well her economies of scale. In fact, we revealed seven objectives for a vessel, the first being the rather meaningless in shipping one of maximizing normal profits. For the first time, we proposed planning for a maritime depression, described here as a common feature in shipping (one every 12 years). We have presented Management by Objectives and optimal management by objectives as future candidates for shipping companies. The main contribution of this paper is our attempt to modify the present: management by distance by future management by looking at…

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Section: Literature Reviewmentioning

confidence: 99%

“…Certain say that top-management has to deal with only important matters. But by signing payments, even of small 13 Chartering dept. calculates EVR, and inserts dues to be paid e.g.…”

Section: ) Control Using Planningmentioning

confidence: 99%

Plan the Business of a Vessel of a Tramp Shipping Company

Γουλιέλμος¹

2019

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“…Objectives, Outside-in, (P) Profitability-related goals, (T) Target Setting, (I) Incentives and Influence, (M) Measurement, (A) Agreement, Accountability, Appraisal, Appreciation, and (L) Leadership Support (Gotteiner, 2016).…”

Section: Culture Changementioning

confidence: 99%

Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order

Gotteiner¹,

Mas‐Machuca²,

Marimón³

2019

Eur. Account. Manag. Rev.

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The turnaround research is still challenged by the inconsistent terminology, hierarchy, and classification of turnaround activities. This study aims to correct such inconsistencies and proposes a synthesized, coherent hierarchy of classifications, namely turnaround stages, strategies, and tactics. Turnaround tactics that are rarely covered by academic studies get indexed and linked to turnaround strategies and stages, while at the same time correcting inconsistencies within the predominant literature. The structure proposed herein can support empirical research of a higher resolution that will go down to specific turnaround tactics and contingencies, as well as support actual decision-making processes faced by executives in challenging business situations.

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“…Changing an organization's culture is another, commonly used turnaround strategy (Armenakis and Fredenberger, 1995;Armeneikis et al, 1995;Muczyk and Reimann, 1989;O'Reilly, 1989;Schoenberg et al, 2013). Related, widely described tactics include destroying adverse behaviors (Kanter, 2003;Kow, 2004;Nystrom and Starbuck, 1984); Clarifying the organizational structure, roles and responsibilities (Lorange and Nelson, 1987); Implementing performance management (Gotteiner, 2016); and developing innovation (Kow, 2004;Lorange and Nelson, 1987;Stopford and Baden-Fuller, 1990). Examples of the risks associated with such tactics are: Implementing performance management: One of the central problems of goal or target setting is the tendency to direct efforts and vision towards inside processes, rather than towards the market, through the eyes of customers and competitors (Day and Moorman, 2013;Drucker, 1976).…”

Section: Culture Changementioning

confidence: 99%

“…To avoid performance management traps, management is called to consider the OPTIMAL MBO approach, enriching the traditional management-by-objectives approach with corporate turnaround elements. As such, objectives, targets, and goals relating to the periodical response being considered should take into account: (O) objectives, outside-in, (P) profitability (budget)-related goals, (T) target setting, (I) incentives and influence; (M) measurement; (A) agreement, accountability, appraisal, appreciation and (L) leadership support (Gotteiner, 2016).…”

Section: Risk Governance As a Facilitator Of Organizational Anti-agingmentioning

confidence: 99%

Fighting organizational decline: a risk-based approach to organizational anti-aging

Gotteiner

Mas‐Machuca

Marimón

2019

MRR

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Purpose Most mature organizations face a major decline in performance at some time during their existence. For more than three decades, it has been suggested that the management practices that could cure a troubled company could have also kept it well. Inspired by this concept, this paper is proposing a preventive approach to early implementation of turnaround strategies as an alternative for otherwise traumatic rescue efforts, further along the downward spiral. Design/methodology/approach Corporate turnaround strategies and associated risks are integrated with a risk-based approach, along with a proactive decision-making process. The link between turnaround research, resource-based view, the sources of organizational decline, and the governance of organizational-decline-related risks – is explained. Findings The integrated model streamlines a preventive organizational process for considering the suitability of commonly used turnaround practices – for the non-crisis business routine of a mature company. By considering and adjusting the risks associated with such practices, it addresses risk aversion at the early stages of decline and determines the optimal sequence and timing of retrenchment and recovery activities. As such, it encourages mature companies to take actions for reducing their exposure to organizational decline. Accordingly, the model is named the “Anti-Aging” framework. Research limitations/implications Empirical testing of the suitability of turnaround strategies for non-crisis situations is proposed as a direction for future research. Practical implications The Anti-Aging framework opens an opportunity for the senior management of a mature organization to respond earlier to organizational decline and avoid the trauma associated with otherwise more challenging conditions, for the benefit of all stakeholders. Originality/value The Anti-Aging framework proposes an innovative way of bridging the gap between the benefits of early implementation of turnaround strategies, and major obstacles faced by willing, traditional management teams of mature organizations.

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The OPTIMAL MBO: A model for effective management-by-objectives implementation

Cited by 6 publications

References 16 publications

Plan the Business of a Vessel of a Tramp Shipping Company

Plan the Business of a Vessel of a Tramp Shipping Company

Turnaround Types, Stages, Strategies, and Tactics: Putting Things in Order

Fighting organizational decline: a risk-based approach to organizational anti-aging

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