Management by Objectives: A case Study
Charles C. Clegg
George Chambliss
When George Chambliss became the director of the Recreation Division of the Dallas Parks and Recreation Department in 1978, he found that he was facing both general and specific problems. The Dallas Recreation Division needed to satisfy a steadily growing demand for leisure services within the existing budget. Specific problems in several areas quickly became evident:
- Because of the an unwieldy and bureaucratic purchasing system, purchase order took six months to be processed
- All program offerings to be described in brochures had to be identified a year in advance.
- Several personnel action grievances were pending, indieating an internal personnel problem and the need to evaluate employees on an objective basic.
- The athietie staff offices were located apart from those of the center supervisors, and the division director had his office in still another location.
Compounding the difficulty of these problems was the size of the division – 34 recreation s=centers, five tennis centers, more than 300 athictic fields, and a staff of 175 full-time and 300 part-time employees.
Chambliss realized that the division had to adopt a management system to strengthen direction and control most productively. He selected management by objectives ( MBO ), a total system with highly structured sequential steps: development of the organization’s overall goal, determination of specific unit objectives at all organizational levels , and formation of detailed action plan to carry out the objectives. In a previous position, Chambliss had implemented and operated an MBO system which he and Charles C. Clegg had designed and adapted. His experience convinced him that MBO was the best technique for improving planning, giving a unified direction to the division, and ensuring that effective, appropriate controls were in place. This system also would give staff members an opportunity to develop their own programs and to decide how to carry out their work.
General Goal Setting
Chambliss initiated the MBO process by developing a set of goals for division to accomplish. Once the goals were approved by the agency head, he wrote a memo describing them, designed an MBO implementation calendar, and distributed them to all staff involved in developing objectives.
Training Session
Before implementing the system, Chambliss held two training seminars for center directors and supervisors, Among the subject covered in the first seminar were how the overall system would work, how to write objectives and action plans how results would be evaluated, and how individual staff members and the division would benefit from the system. The second seminar covered how performance reviews would fit into the overall system. Employees in this group were also given materials for use in teaching the system to their subordinates.
Start up
After the training sessions, the difficult job of writing specific objectives began. First, recreation leaders at each center developed a personal set of objectives. Once approved by the center director, There objectives were combined with the center director’s to create a set of objectives for that particular recreation center. This process was used at each management level, following the chain of command up the hierarchy until final approval was given each subdivision head by division director Chambliss.
During this process, personal objectives for improving employee performance were also developed. These objectives included: enrolling in a training course, improving public relations skills, developing certain new management skill, and becoming more involved in a civic activity.
Management by Objectives: A case Study
Charles C. Clegg
George Chambliss
When George Chambliss became the director of the Recreation Division of the Dallas Parks and Recreation Department in 1978, he found that he was facing both general and specific problems. The Dallas Recreation Division needed to satisfy a steadily growing demand for leisure services within the existing budget. Specific problems in several areas quickly became evident:
- Because of the an unwieldy and bureaucratic purchasing system, purchase order took six months to be processed
- All program offerings to be described in brochures had to be identified a year in advance.
- Several personnel action grievances were pending, indieating an internal personnel problem and the need to evaluate employees on an objective basic.
- The athietie staff offices were located apart from those of the center supervisors, and the division director had his office in still another location.
Compounding the difficulty of these problems was the size of the division – 34 recreation s=centers, five tennis centers, more than 300 athictic fields, and a staff of 175 full-time and 300 part-time employees.
Chambliss realized that the division had to adopt a management system to strengthen direction and control most productively. He selected management by objectives ( MBO ), a total system with highly structured sequential steps: development of the organization’s overall goal, determination of specific unit objectives at all organizational levels , and formation of detailed action plan to carry out the objectives. In a previous position, Chambliss had implemented and operated an MBO system which he and Charles C. Clegg had designed and adapted. His experience convinced him that MBO was the best technique for improving planning, giving a unified direction to the division, and ensuring that effective, appropriate controls were in place. This system also would give staff members an opportunity to develop their own programs and to decide how to carry out their work.
General Goal Setting
Chambliss initiated the MBO process by developing a set of goals for division to accomplish. Once the goals were approved by the agency head, he wrote a memo describing them, designed an MBO implementation calendar, and distributed them to all staff involved in developing objectives.
Training Session
Before implementing the system, Chambliss held two training seminars for center directors and supervisors, Among the subject covered in the first seminar were how the overall system would work, how to write objectives and action plans how results would be evaluated, and how individual staff members and the division would benefit from the system. The second seminar covered how performance reviews would fit into the overall system. Employees in this group were also given materials for use in teaching the system to their subordinates.
Start up
After the training sessions, the difficult job of writing specific objectives began. First, recreation leaders at each center developed a personal set of objectives. Once approved by the center director, There objectives were combined with the center director’s to create a set of objectives for that particular recreation center. This process was used at each management level, following the chain of command up the hierarchy until final approval was given each subdivision head by division director Chambliss.
During this process, personal objectives for improving employee performance were also developed. These objectives included: enrolling in a training course, improving public relations skills, developing certain new management skill, and becoming more involved in a civic activity.
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