Impact of management by objectives on organizational productivity.
ABSTRACT Goal setting, participation in decision making, and objective feedback have each been shown to increase productivity. As a combination of these 3 processes, management by objectives (MBO) also should increase productivity. A meta-analysis of studies supported this prediction: 68 out of 70 studies showed productivity gains, and only 2 studies showed losses. The literature on MBO indicates that various problems have been encountered with implementing MBO programs. One factor was predicted to be essential to success: the level of top-management commitment to MBO. Proper implementation starts from the top and requires both support and participation from top management. Results of the meta-analysis showed that when top-management commitment was high, the average gain in productivity was 56%. When commitment was low, the average gain in productivity was only 6%. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Article: Information System Security Goals[Show abstract] [Hide abstract]
ABSTRACT: A large part of information systems security approaches is technical in nature with less consideration on people and organizational issues. To this end, there is a need to investigate other means of managing information systems security since most information systems security approaches although valuable they focus on technical oriented solutions, e.g. checklists, risk analysis, evaluation methods, and ignore the social aspects of risks and the informal structures of organizations. This research adopts a psychological-organizational point of view to information systems security by investigating the role and application of goals to informal structured organizations in the banking industry. The ultimate scope of this research is to investigate the importance of having an efficient goal setting structure in the context of information systems security in banking. The research contributes to interpretive information systems with the study of goal setting in a security management context.
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ABSTRACT: As indicated by the literature, leader behaviors, salient manage-ment practices (management by objectives and compensation prac-tices), organizational structure, and organizational culture were chosen as the dimensions with the greatest impact on business/competitive strategy implementation. So as not to over-generalize, business level strategies were collapsed into two – retrenchment and growth. For similar reasons, the competitive strategy schema was simplified in such a way that competition only on the basis of price and innovation was retained. Informed by rel-evant literature and case studies, implementation guidelines were crafted that appear to have considerable practical utility.