Save "management by objectives"? those of you who were born after 1970 may not be familiar with it. here is the definition of Wikipedia: Management by objectives (MBO) is the process of agreeing on targets within the organization so that management and staff buy in to the objectives and understand what they are. "
Peter Drucker first introduced in 1954. It was very popular in 1980, and then began to step down in 190 to allow other technologies of between one month and new management to take their place in the de regueur management.
made MBO way to communicate a clear distinction between managers and employees on goals and, more importantly, discussions, allowed and expected, agreements, and disagreements which will take place between the employee and his or her manager in order to reach the goals and objectives clearly defined in each year, and the focus, of course , was on the discussions and agreements and disagreements, because anyone can include a set of goals and give them to employees, hoping to be done with it right then and there.
I was recently offered a new form of leadership and management by the drive by shooting. someone told me to work stories along with (but not for) a manager who makes decisions and manages its work in "drive by shooting" fashion funny. , eh?
we can call it MBDBS (or just "drive"). this leadership style gives assignments to people without sufficient background information and with little lead time. Decisions are taken without checking all the facts, without consultation with all the required parties, and / or by sending people on wild goose chases.
managers who lead with MBDBS can be a very nice person. It can be fun to talk to. Usually it has a lot of energy (nervous energy sometimes, but with energy).
Until now, many of you think about the people you know or have worked in the past who run by engine-surface. You may have a memory of this manager started stopping by your office or cubicle, you are asked to work on something in particular, and left before you have a chance to ask the most relevant questions. (This can also come in the form of voice mail or e-mail.)
So how do you manage the manager who runs the engine of the surface?
First of all, say that five times fast.
Second, the development of a way to slow down this manager down.
Third, take advantage of it, "slow down" the time has come to know the right questions to ask him about the areas that are usually skipped:
- Ask for more facts
- Ask about who has already been consulted on the issue of
- Ask about what other groups or individuals who might be interested in this process or as a result of
- ask about the real schedule.
Fourth, the time of request another meeting with him or her (at least 30 minutes) and get on their calendar. Schedule this for days of work not sooner than two. Take these two days to make some calls to other people to gather more facts.
- Is this plan manager ticks people off?
- Does any of you some facts that changed the entire range?
- Is this plan really increase in net profits, or will it actually cost more money in the long run?
- Are there any legal obstacles that need to be cleared in order to move forward?
having a plan in place to manage this type of manager is always better than being a victim of a car!
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