Management By Objectives

Management by objectives (MBO), also known as management by results (MBR), was first popularized by Peter Drucker in his 1954 book The Practice of Management.[1] Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding on how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. https://en.m.wikipedia.org/wiki/Management_by_objectives

• MBO has its detractors and attention notably among them W. Edwards Deming, who argued that a lack of understanding of systems commonly results in the misapplication of objectives.[14] Additionally, Deming stated that setting production targets will encourage workers to meet those targets through whatever means necessary, which usually results in poor quality... Deming also pointed out that Drucker warned managers that a systemic view (systems thinking) was required[16] and felt that Drucker's warning went largely unheeded by the practitioners of MBO.