Management psychology believes that human motivation can be stimulated when human behavior has a purpose. Psychologists once conducted such an experiment. The experimenter asked workers to dig holes in the ground. Each hole was about 9 meters deep. After digging, the workers filled it in, and then dug another one. This was repeated many times, and finally caused The workers were bored, but when they were told that this was helping to find a very important pipeline, the workers started working in high spirits. This experiment shows that the development of human enthusiasm must first be based on clear and meaningful goals. 1. The essence and significance of management by objectives The concept of "management by objectives" was first proposed by management expert Peter Drucker in his book "Management Practice" in 1954. Later, he also proposed the concept of "management by objectives and self-control". ” proposition. The theory of "management by objectives" believes that it is not only when there is a job that there is a goal, but when there is a goal, each job can be determined. Therefore, "the mission and tasks of the enterprise must be transformed into goals." If there are no goals in a field, then the goals in this field will not be achieved. Work can easily be overlooked. Managers should manage subordinates through goals. When the top managers of the organization determine the organizational goals, they must effectively decompose them into sub-goals for each department and individual. Managers will evaluate subordinates based on the completion of sub-goals. Conduct assessment, evaluation, rewards and punishments. Management by objectives is a management method that uses the setting and decomposition of goals, the implementation of goals and the inspection of completion, rewards and punishments as a means to achieve the business objectives of the enterprise through employee self-management. (1) The basic idea of ??management by objectives. The basic idea includes: the mission of the enterprise must be transformed into goals. Managers at all levels must manage their subordinates through goals and ensure the achievement of the company's overall goals. Management by objectives is a kind of systematic management. If the entire objective system of an enterprise cannot be coordinated, the larger the scale of the enterprise, the greater the possibility of conflicts and waste. Each employee's sub-goal is the requirement of the company's overall goal. At the same time, it is also the employee's personal contribution to the company's overall goal. Only when everyone's sub-goals are completed can the company's overall goal be achieved. Managers at all levels rely on goals to manage and implement self-control based on the goals to be achieved, rather than command and control by managers. Managers at all levels assess and reward and punish subordinates based on goals and achievement of goals. (2) Objective management is an advanced management system. Its essence is to use goals as a means of motivation to stimulate employees' self-management awareness, stimulate employees' consciousness, and give full play to their wisdom and creativity, in order to create a situation where employees and the enterprise breathe the same breath. , the perfect body of *** destiny. (2) Characteristics of management by objectives (1) Management by objectives embodies the idea of ??employees participating in management. Since the achiever of the goal is also the setter of the goal, a reasonable division of labor and cooperation can be achieved. First, the enterprise clearly defines the overall goal, and then decomposes the overall goal and expands it step by step. Through upper-lower consultation, the goals of each department, each group, and even each individual are formulated. The overall goal is used to guide the sub-goals, and the sub-goals are used to ensure the realization of the overall goal. Form an organic "goal-means" chain. (2) Management by objectives emphasizes the reasonable combination of goals and capabilities. Employees in an enterprise are willing to take responsibility and can use their intelligence and creativity at work. The only difference between employees lies in their personal abilities. Therefore, the purpose of management by objectives is to achieve corporate goals and personal goals. A reasonable combination of capabilities. (3) Management by objectives is characterized by “forced self-management” and “self-control”. It is a result-oriented management model that emphasizes controlling the results of behavior through management rather than the process of producing behavior. Management by objectives replaces the previous repressive management through "forced management" and "self-control", allowing employees participating in management to control their work performance, so that they can do their job as well as possible, not just complete the task. (4) Management by objectives adopts a results-oriented management approach. When traditional management methods evaluate employee performance, it is often easy to consider it from the perspective of qualitative factors such as subjective impressions, personal thoughts, and attitudes towards problems. The basic idea of ??management by objectives is to measure employee performance based on results and treat employees Conduct assessment. This method is easier to implement quantitative assessment and can more truly reflect employees' work abilities. (5) Management by objectives promotes the “flattening” of corporate organizational structures. Management by objectives realizes the decentralization of management power and shifts the focus of management downward, making the previous "towering" corporate structure characterized by centralization gradually evolve into a "flat" organizational structure characterized by decentralization. The "flat" corporate structure gets rid of the high operating costs and slow response speed of the "high-rise" organizational structure, making the company more adaptable to today's rapidly changing external environment, improving management efficiency, and reducing management costs. (4) (3) The significance of implementing management by objectives.

Through the goal chain system, individual and departmental responsibilities, rights and interests are made clear and specific, improving work efficiency and performance; through up-and-down communication, personal goals, group goals and corporate goals are integrated; through authorization, decentralization and self-management, both It improves the leadership level of managers and improves the quality of employees; by setting goals for everyone, it forces everyone to prepare for the future and prevent short-term behavior, which is conducive to the stability and long-term development of individuals and enterprises; through superior and subordinate *** Together with the formulation of evaluation standards and goals, we can objectively and fairly assess performance and implement corresponding rewards and punishments, making it easier to adjust goals and control the implementation of goals; through goal management, employees can be their own bosses, manage themselves, and become "ask me" "Do it" means "I want to do it". 2. The basic model of implementing management by objectives The basic process of implementing management by objectives can be divided into four steps: determining the overall goal; decomposing the goal; organizing implementation, inspection and evaluation: (1) Determining the overall goal. The overall goal of the enterprise represents the development direction and requirements of the enterprise, and should be advanced and feasible. The advanced nature of the goal is specifically reflected in the fact that when determining the overall goal, both the existing market demand and the potential market demand must be considered. (6) The feasibility of goals requires that setting goals must be based on the actual situation of the enterprise and at the same time reflect the requirements of enterprise development. The goals of an enterprise should be multi-faceted, including marketing, production, management, technology, social responsibility, employee quality and other aspects. Multiple goals should be prioritized. It should be pointed out that there are a small number of enterprises that only have profit goals and no other goals. This is very dangerous and doomed to failure. Because over-emphasis on profit goals will cause us to consider too much immediate interests and ignore long-term interests. (2) Break down the goals. Scientific and reasonable goal decomposition is the premise and foundation for forming an effective goal management system, and is the key to ensuring the good operation of the enterprise. The basic sequence of goal decomposition is to decompose the overall goal into sub-goals for each department, and then decompose the sub-goals of each department into the goals of each subordinate. In the process of goal decomposition, it should be noted that sub-goals are means to achieve the overall goal, and sub-goals should be able to ensure time coordination and balance with the overall goal. The decomposition of goals usually requires senior managers to explain the overall goals of the organization to subordinates, and managers and subordinates jointly determine sub-goals. When determining the goals for the next level, the specific goals should be determined by the subordinates themselves. Because subordinates set their own goals, they will be responsible for the goals they have promised, be able to stick to their goals and work hard to achieve them. (3) Organization and implementation. In the process of implementing management by objectives, first of all, we must make preparations for funds, equipment, materials and other resources, staff allocation and necessary training, so that every employee can clearly understand his own goals and understand the spirit of management by objectives. The essence; secondly, we must establish a management by objectives responsibility system, authorize according to task needs, combine management by objectives with the responsibility system, and achieve an organic combination of responsibilities, rights, and benefits. This is an important guarantee for the smooth implementation of management by objectives; finally, management by objectives Emphasizing self-management and self-control, managers at all levels must work hard to create conditions for subordinates to achieve their goals, help them promptly solve difficulties and problems that arise at work, and coordinate various contradictions and conflicts. (4) Inspection and evaluation. In order to ensure the achievement of goals, managers should establish necessary inspection and feedback systems, promptly understand and provide feedback on the quantity, quality and existing problems of each sub-goal, and conduct a careful review of the entire goal system based on the information feedback. Check and evaluate, and if there are deviations or omissions, make timely revisions and additions. The final results should be evaluated based on the goals, and rewards and punishments should be implemented based on the evaluation results. 3. Issues that should be paid attention to during the implementation of objective management (1) Doing a good job in formulating and decomposing objectives is the prerequisite and foundation for the success of objective management. Establishing a goal system is the beginning and foundation for implementing goal management. The basic management work of most enterprises in our country is generally weak and the standardization of management is poor. It often takes many cycles to finally establish a more scientific and reasonable goal system. In the implementation of management by objectives, setting goals is a key step. Whether the goals set are scientific, reasonable, coordinated and effective is related to the success or failure of management by objectives. In reality, some people advocate "crossing the river by feeling for the stones", "let's talk about it after doing it", "correct it if it's not right", while others advocate "thinking twice before acting" because "direction is often greater than effort". It should be said that both views have some truth, but the author believes that thinking determines the way out. As a manager, doing the right thing means first determining the right direction and setting the right goal, and then doing things correctly and transforming the goal. To implement the plan, the end is to get things done. In the process of formulating and decomposing goals, the key points are to grasp the following points: 1. The goals should be clear and specific to facilitate decomposition, execution, assessment and evaluation. The objectives should specify the quantity, quality, time and cost requirements of the work to be completed, and should be assessable and operable; the number of objectives should not be too many. If there are too many, they should be appropriately merged and sorted according to the importance of the objectives. 2. The target level should be challenging. A large amount of practice has proven that challenging goals usually lead to higher performance. According to early research from the University of Maryland, clear goals can achieve better performance than just asking people to work their best, and high levels of performance are often linked to higher goals.

Although it is much less likely for an individual to achieve a difficult goal than an easy one, people tend to perform at a higher level in the process of achieving difficult goals. Of course, if the goal is too difficult, people's expectations of achieving the goal will decrease, and the possibility of giving up the goal will increase. Management by goals is most effective if the goals are difficult enough to allow the individual to reach his or her highest potential. (8) (P162) Therefore, the goals set should be moderately difficult and easy, so that most departments and employees can see hope of completion, but also make everyone feel pressured and challenged. 3. Pay attention to the organic combination of overall goals and sub-goals, long-term goals and short-term goals. Sub-goals serve the overall goal, short-term goals serve the long-term goal, sub-goals and the overall goal, short-term goals and long-term goals must be coordinated. This is a basic principle in the process of goal formulation and decomposition. (2) The degree of attention and participation of senior managers is the key to determining the effectiveness of management by objectives. The degree of attention and participation of top managers will directly determine the effectiveness of management by objectives. According to research by Stephen P. Robbins, when top managers are highly responsible and personally involved in the implementation process of management by objectives, the average improvement in productivity reaches 56%; while corresponding to low levels of commitment and participation by top managers, The average improvement in productivity was only 6%. (8) (P162) Therefore, senior managers are directly responsible for the implementation of management by objectives, which is the fundamental guarantee for the success of management by objectives. In the process of implementing management by objectives, senior managers should pay special attention to the following two points: First, the responsibilities of senior managers are mainly reflected in guiding and coordinating the work of subordinates, providing timely feedback on information, and improving and creating a good working environment; The second is to master authorization well, to fully trust subordinates and employees, not to interfere too much in their work, and to rely on employees' "self-control" and "self-management" to achieve corporate goals, that is, to fully authorize. Managers of some enterprises do not trust and dare not authorize, which is also an important reason for management failure (9) (3) Employee participation in management is the core content of good management by objectives. Management by objectives emphasizes the participation of subordinates from the formulation of goals, implementation of goals, to evaluation of goal results. In the process of setting and decomposing goals, managers must communicate repeatedly with their subordinates. Managers must fully explain the goals of the company and department. Subordinates can put forward their own suggestions and ideas, and ultimately achieve the goals of personal goals and corporate goals. Organic combination. In the process of implementation and evaluation of management by objectives, managers at all levels must work hard to create conditions for subordinates to achieve their goals. They must believe that subordinates can exert initiative and creativity towards the goals they have committed to, and can keep their commitments without exceeding their expectations. Intervening in their work in many places must follow the principles of "self-control" and "self-management" to ensure the achievement of goals. (4) Timely feedback on the implementation and progress of target management is an important part of improving management efficiency. Feedback is an important part of goal management. Feedback has a positive impact on performance, allowing people to know whether their level of effort can accomplish their promised goals. If they cannot, people will take measures to increase their efforts. Feedback can also induce people to further set higher goals after achieving their original goals, and can enable people to understand the effects of their actions. Therefore, in the process of implementing management by objectives, managers at all levels should promptly provide feedback on the implementation and progress of each goal to relevant departments and employees so that they can adjust their actions according to the actual situation. At the same time, feedback can also enable managers to understand the gap between goals and reality, and make timely revisions and additions to deviations or omissions. (5) In the process of implementing management by objectives, the certainty of goals and the diversity of process control are the most basic issues faced by managers. Due to their one-sided understanding of management by objectives, many managers underestimate the process and emphasize the results. They believe that performance and rewards and punishments can dominate everything. They are guided by the theory of "letting go and giving full play to the subjective initiative of subordinates" or "regardless of black cats and white hats." The management philosophy of "catching mice is a good cat" was used to guide work, but in the end the goals were not achieved due to the incompetence of subordinates. (10) There are two reasons: First, the theory of "management by objectives and self-control" is based on the assumption that employees are willing to take responsibility and use their talents and creativity at work, but in some cases Enterprises, especially state-owned enterprises, have uneven quality of employees, so they need a reasonable combination of goals and abilities. In addition, any goal is composed of many sub-goals. Only by effectively controlling the implementation of each sub-goal can the realization of the goal be ensured. This itself is the control of the process. Only through strict supervision and control of the process can an enterprise be created. The expected results are, as the Coca-Cola Company famously said: “If the process is done well, the results will be good.” Henry Fayol pointed out in "Industrial Management and General Management": "In an enterprise, control is to verify whether everything that happens conforms to the prescribed plans, issued instructions and determined principles. Its The purpose is to point out shortcomings and mistakes in the implementation of the plan so that they can be corrected and prevented from happening again. Control works on everything, everyone, and every action. "Different options for process control of management by objectives may affect the objectives. Implementation makes a difference. This option is feasible if the impact does not pose a threat to target implementation.

Haier's OEC project is to control and manage everyone, every day, and everything in an all-round way. It is a process control method for implementing target management. It decomposes the goals into daily and per-person tasks, promotes the realization of daily goals through coercive means, and then uses days to promote months and months to promote years, and ultimately achieves the overall goal. The advantage of this control method is that it assigns goal responsibilities to people, making it easier for managers to control each sub-goal and personal goal. For managers, process control has a strength issue. In some cases, moderate delegation of power to the managers is a better choice. For example, when team contracting is implemented, after the contracting bases are determined, the construction organization and personnel arrangements within the team can be left to the team to resolve themselves. This is the common management method of "only looking for results, not asking about the process". But more often than not, process control must have strict means. For example, in the sales management of salesmen, "only the results are needed, regardless of the process." There is no sales plan, no monitoring of the process, no management of customers, no assessment of results, and no management system, which ultimately leads to the company's "success lies in the sales strategy and failure lies in the sales management." superior. (11) In summary, management by objectives is a systematic management idea and a scientific management method. The overall goal and sub-goals together constitute an orderly goal system, and each link is mutually reinforcing. Cohesion, mutual coordination and cooperation between various departments, and the completion of each sub-goal and personal goal can the overall corporate goal be achieved.