 |
When measuring results against objectives, start by making sure the objectives are correct.
|
241 |
 |
To manage a business means, therefore, to manage by objectives.
|
027 |
 |
From the definition of its mission and purpose, a business must derive objectives in a number of key areas, and it must balance these objectives against each other and against the competing demands of today and tomorrow.
|
083 |
 |
To diagnose problems early, managers must pay attention to the warning signs. A theory of the business becomes obsolete when an organization attains is original objectives.
|
093 |
 |
Attaining one’s objectives… is not cause for celebration; it is cause for new thinking.
|
093 |
 |
Defining the purpose and mission of the business is difficult, painful, and risky. But it alone enables a business to set objectives, to develop strategies, to concentrate its resources, and to go to work.
|
104 |
 |
If objectives are only good intentions, they are worthless. They must degenerate into work. And work that is always specific, always has – or should have – clear, unambiguous, measurable results, a deadline, and a specific assignment of accountability.
|
106 |
 |
Marketing and innovation are the foundation areas in objective setting. It is in these two areas that a business obtains its results.
|
106 |
 |
The managerial job must have specific objectives and a specific purpose and function. A manager must be able to make a contribution that can be identified. The manager must be accountable.
|
241 |
 |
The greatest advantage of management by objectives is perhaps that it makes it possible for managers to control their own performance. Self-control means stronger motivation: a desire to do the best rather than do just enough to get by.
|
266 |
