Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or ...oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do,” “reason to,” and “energized to” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future research.
Mutiara Mahakam Samarinda Institute of Health Sciences (STIKES-MM Samarinda) has a system for monitoring and evaluating the performance of lecturers or education staff. This system measures ...performance achievements in terms of teaching, research, and community service. . Nevertheless, since every segment of the system is not yet fully computerized, this then raises several obstacles in the process of monitoring and evaluating the performance, length of time to obtain the final assessment results and the low accuracy level of the assessment. This study aims to seeks solutions to these obstacles and offers an educator performance monitoring system that combines the Behaviorally Anchor Rating Scale (BARS) and Management by Objectives (MBO) methods to be assessed quantitatively based on the rating scores in measuring the two methods. The BARS method was focused on evaluating behaviour that would affect overall performance with an average score of 4.14%, while the MBO method was focused on evaluating according to Tri Dharma of higher education, namely teaching, research and community service. The assessment system was then implemented to evaluate the performance of lecturers and education staff. Subsequently, the data obtained were analyzed to get the final result of the assessment. In particular for data from the MBO method, the analysis was carried out using step with and without KRA. This exploratory research succeeded in presenting the final results of the performance assessment of each lecturer who was assessed for both the value of the BARS and MBO methods. Data analysis from the MBO method , when calculated with and without KRA and KRA, showed some significant differences in MBO. For all lecturers, the difference in scores, if the average was 3.48%, then this assessment was more inclined to the BARS assessment, which had a better rating than MBO.
This study aims to identify the importance of implementing Management by Objective (MBO) school extracurricular programs based on the participation of school committees in channeling students' ...talents and interests by acting right brain functions and developing students' creativity, as well as developing students' psychomotor domains. This study uses framing analysis and analysis of the MBO method, namely SMART. The result of framing analysis is that MBO will succeed, if there is a collaboration arrangement between the school and the school committee based on the school's vision, mission, indicators and objectives, as well as the motto of Jakarta 68 High School is Discipline, creation and achievement. SMART's analysis results are the implementation of extracurricular programs at State Senior High School 68 achieving positive results in developing students' creativity by using psychomotor aspects and the role of school committees based on five dimensions is specific, measurable, acceptable, reality, and time bond.
In today’s age and times, one wants to know as to which method will suit best for a performance appraisal. Are the traditional methods still good, or does one have to shift to the newer methods or ...the modern methods? Also, whether any correlation existed between the traditional forms of performance appraisal and employee promotion and the modern forms of performance appraisal and employee promotion. The study was conducted on 50 managers from different service organizations across the state of Goa. A random direct structured questionnaire was utilized wherein a personal interview was conducted. The findings were such that the highest ranked method of performance appraisal desired by the service managers was the 360-degree method followed by management by objectives (MBO) and assessment centers. A high negative correlation existed between traditional forms of performance appraisal and employee promotion and a medium positive correlation between modern forms of performance appraisal and employee promotion. This meant that although the modern forms of performance appraisal were desired by managers, they did not feel the need to use them when it came to giving promotions to the employees.
The management literature suggests that setting strategic goals facilitates the identification of appropriate business strategies and focuses management attention and available resources on their ...accomplishment, enabling subsequent goal realization. Yet the literature also indicates that firms often find it difficult to realize their strategic goals and may find it even more challenging to do so when operating in foreign markets. However, little is known empirically about the extent to which strategic goals enable desired strategic positions to be achieved and factors that may affect this relationship. We examine this important issue using primary data from a sample of exporting manufacturers. Results support the existence of previously theorized strategic goal–realized strategic position gaps and show that these negatively impact performance. Thus, simply setting strategic goals does not necessarily aid in accomplishing the desired outcomes, and any failure to do so is costly. Drawing on organization theory, we find that internal capabilities and knowledge, and external market factors play important roles in minimizing such strategic goal–realized strategic position gaps. Specifically, we show that businesses with stronger architectural capabilities, those with higher levels of internationalization, and those operating in less dynamic market environments are better able to realize their intended strategic objectives and thereby enjoy superior performance.
Purpose
The purpose of this paper is to describe and analyze how the integration between knowledge management and dynamic capabilities in contexts that demand organizational agility contributes to ...the management by objectives.
Design/methodology/approach
To achieve the proposed objective, the present paper adopts the single case study in the startup Effecti. For data collection, semi-structured interviews were carried out, analyzed a posteriori through the technique of content analysis. From the loads of evidence observed, a model was presented that consists of different management theories and that guides the management by objectives process of a startup.
Findings
The proposed model proves to be able to describe the modus operandi of a startup and enables it to develop the cycles of testing, measurement and seizure of knowledge, largely stimulated and inherent to the creation process of new businesses in dynamic and uncertain contexts.
Practical implications
It is expected that the research results presented in details can illustrate concrete examples of application of the main concepts: agile organization, dynamic capabilities, knowledge management, performance assessment, enterprise risk management and management by objectives.
Originality/value
The originality of this study is focused on the integration of conceptual triad and its application in the case study of a startup: agile organization, dynamic capabilities and knowledge management.
Purpose
The purpose of this paper is to examine the connections between vision statements, leadership and human resource management (HRM) to clarify what contribution HRM has to make in translating ...an organizational goal into a vision statement.
Design/methodology/approach
The importance of vision statements is explained. Empirical data are used to illustrate the failure of many companies to exploit the potential of a vision statement. Finally, the role of HRM in formulating a vision statement is discussed.
Findings
“Vision statement” is another term for primary organizational goal. Setting this primary goal is an indispensable task of leadership. If the vision statement is missing, HRM should remedy the situation.
Originality/value
The added value of this paper lies in explaining why vision statements are relevant for both leadership and HRM and the functions and leading role of HRM in actualizing the vision statement.
This paper aims at changing the perspective on management innovation by considering management innovations as managerial objects that come out of a design process. We choose Peter Drucker's invention ...of management by objectives and self‐control as a case study. After reconstituting how precisely Peter Drucker came to invent MBO, we use formal design theory concepts to analyze how the concept of MBO was generated. We identify four key breakthroughs with respect to established management ideas and practices and we detect what earlier breakthroughs were necessary, so including the invention of MBO within the historical evolution of management concepts. We discuss the conceptual genealogy obtained and conclude on how a design theory perspective on management innovation could be generalized, how it could improve the way we tell the history of management thought and practice and how we could better conceive and steer future management innovation processes.
Three distinct frameworks have been advanced by scholars to analyze organizational aspirations: behavioral theory, Ansoff’s strategic management view, and strategic reference point theory. These ...frameworks, or views, are grounded in different assumptions and mechanisms. This article reviews and synthesizes the three views, also drawing on literatures in economics, performance measurement, and psychology, to present a comprehensive understanding of organizational aspirations. This review shows the literature consists primarily of studies using behavioral theory explanations, typically provides studies of the consequences of theoretically inferred aspiration levels, is impoverished in terms of field measurement of aspirations, and lacks comparative or integrative studies of the three views. Drawing on this critique, the article identifies theoretical and empirical gaps and provides guidance for future research.
One of the main means to increasing the effectiveness of the managerial practices in the Romania organisations, but also to better equipping the managers with the tools they need, is the ...methodology-based approach to management, which focuses on using modern management tools and methodologies. Whether we refer to management systems - like profit centre-based management, management by objectives, project management, budget-based management or to managerial methods and techniques - like diagnosing, delegating, scorecard, creativity methods or cost-based management - it's unanimously accepted that the managerial instruments have great influence on the efficiency and effectiveness to executing the management processes, and indirectly, on the efficiency of the other types of business and support processes. If we add to these some rigorous methodologies to ensure projecting, re-projecting and maintaining of the functioning of the management in the organisation and of its components, then we have the clear image of what we call managerial-based methodology. The promoters of this practice and also the main beneficiaries of the advantages that a methodology-based approach brings are the managers in the organisation from the CEO to the firstline managers, and its most clear proof is the performance at the end of a planning period. This article here aims to provide details on the content of the methodology-based approach to management, on its impact upon the quality and management efficiency. It also aims to bring to the attention of field specialists its link to the organisational bureaucracy.
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