登录查看更多内容

点击“继续加入或登录”，即表示您同意遵守领英的《用户协议》、《隐私政策》及《Cookie 政策》。

Last updated on 2024年7月1日

What are the common pitfalls or risks of delegating MBO tasks and responsibilities?

由人工智能和领英社区提供技术支持

Management by Objectives (MBO) is a popular method of setting and aligning goals across an organization. It involves defining specific, measurable, achievable, relevant, and time-bound (SMART) objectives for each employee, team, and department, and then monitoring and evaluating their progress and performance. MBO can improve motivation, communication, and productivity, but it also requires effective delegation of tasks and responsibilities. In this article, we will explore some of the common pitfalls or risks of delegating MBO tasks and responsibilities, and how to avoid or overcome them.

此文章中的业界达人

由社区从 9 条内容中精选。了解更多

Davide Ricciardi
Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua…
Guillaume Egasse ??

Finance Manager | Chief Financial Officer | CHRO | Master degree of Management and Financial Strategies | International…

1 Lack of clarity

One of the main challenges of delegating MBO tasks and responsibilities is ensuring that everyone has a clear understanding of what is expected of them, why it is important, and how it will be measured. Lack of clarity can lead to confusion, frustration, duplication, or missed deadlines. To avoid this pitfall, you should communicate the objectives, criteria, and feedback mechanisms clearly and consistently to your subordinates, and check for comprehension and agreement. You should also provide them with the necessary resources, support, and autonomy to complete their tasks.

添加您的观点

Davide Ricciardi
举报内容
When delegating Management by Objectives (MBO) tasks, one big pitfall is lack of clarity. If the objectives aren't crystal clear, team members can get confused about what's expected. I’ve seen this happen when goals were too vague or not well-defined. For example, telling someone to “improve sales” without specifics leaves too much room for interpretation. To avoid this, I make sure every objective is specific, measurable, and time-bound. We discuss what success looks like, set clear benchmarks, and ensure everyone understands their role. It’s all about clear communication. If everyone knows exactly what’s needed and how to get there, it makes achieving those objectives a whole lot smoother.

已翻译

赞
Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua | Metas e desempenho | Lean | OKR | WCM | Six Sigma | Teoria das restri??es | Design Thinking
举报内容
Eliminar a falta de clareza na constru??o de objetivos exige definir metas específicas, mensuráveis, alcan?áveis, relevantes e com prazos definidos (SMART). Construir a meta pelos conceitos SMART requer brainstorming e alinhamento das expectativas e dos objetivos estratégicos da companhia. Todo o conjunto precisa ser compreendido e bem elaborado, para n?o se perder na constru??o e desviar o foco dos trabalhos e das metas que precisam ser alcan?adas.

已翻译

赞

2 Loss of control

Another risk of delegating MBO tasks and responsibilities is losing control over the quality, timeliness, or outcome of the work. This can happen if you delegate too much, too little, or to the wrong person. If you delegate too much, you may overburden your subordinates or undermine your own authority. If you delegate too little, you may micromanage your subordinates or waste your own time and energy. If you delegate to the wrong person, you may assign tasks that are too easy, too hard, or irrelevant for their skills, interests, or goals. To avoid this pitfall, you should delegate according to the competence, confidence, and commitment of your subordinates, and provide them with appropriate guidance, feedback, and recognition.

添加您的观点

Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua | Metas e desempenho | Lean | OKR | WCM | Six Sigma | Teoria das restri??es | Design Thinking
举报内容
Entendo que o controle precisa ser feito de maneira tranquila para todos, mas que haja realmente meios de avaliar a boa entrega. Escolher os profissionais conforme suas habilidades e estabelecer objetivos claros das entregas já s?o fatores iniciais para o sucesso das atividades. Treinar cada profissional e conversar constantemente sobre as entregas também é fundamental. Com isso, aos poucos, ele vai tomando as atividades para si e construindo materiais de grande qualidade.

已翻译

赞

3 Lack of accountability

A third pitfall of delegating MBO tasks and responsibilities is creating a culture of low accountability, where subordinates do not take ownership of their work or results, or blame others for their failures. This can happen if you do not set clear expectations, monitor progress, or enforce consequences. Lack of accountability can damage trust, morale, and performance across the organization. To avoid this pitfall, you should create a culture of high accountability, where subordinates are responsible for their actions and outcomes, and receive constructive feedback, rewards, or corrections based on their performance.

添加您的观点

Davide Ricciardi
举报内容
A big risk when delegating MBO tasks is lack of accountability. If no one feels responsible, things can fall through the cracks. I've seen this happen when tasks get assigned, but there's no follow-up or ownership. It’s like saying, “Someone needs to do this,” but not specifying who. To tackle this, I make sure every objective has a clear owner. We set up regular check-ins to track progress and address any issues. It's about making sure everyone knows they're responsible for their part and feels accountable for the results. This way, we keep everything on track and ensure goals are met without any confusion about who’s doing what.

已翻译

赞
Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua | Metas e desempenho | Lean | OKR | WCM | Six Sigma | Teoria das restri??es | Design Thinking
举报内容
A falta de presta??o de contas acontece quando a comunica??o sobre o que precisa ser feito n?o acontece e quando n?o há disciplina para avalia??es frequentes dos trabalhos realizados. N?o pode acontecer isso no dia a dia das empresas. E n?o vejo outra forma que n?o seja disciplina constante para a entrega e a busca pelo sucesso das tarefas. Entendo que este pode ser o fator crítico principal para o sucesso do tema.

已翻译

赞

4 Conflict and resistance

A fourth risk of delegating MBO tasks and responsibilities is encountering conflict and resistance from your subordinates, peers, or superiors. This can happen if you do not align the objectives with the vision, mission, and values of the organization, or if you do not involve or consult the relevant stakeholders in the process. Conflict and resistance can undermine the effectiveness, efficiency, and harmony of the MBO system. To avoid this risk, you should ensure that the objectives are relevant, realistic, and aligned with the organizational goals and culture, and that you communicate and collaborate with the key players in the MBO process.

添加您的观点

Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua | Metas e desempenho | Lean | OKR | WCM | Six Sigma | Teoria das restri??es | Design Thinking
举报内容
Tudo depende do potencial da gest?o de mudan?as que a empresa possui e do engajamento que seus profissionais tem sobre o tema. Quando da identifica??o desses conflitos é sempre necessário retornar para os objetivos e os propósitos da empresa, aqueles que estar?o voltados para a vis?o estratégica. Se n?o compreenderem que há resistência desnecessária sobre o tema, é hora de reavaliar a equipe que deseja colocar o futuro da empresa.

已翻译

赞

5 Complacency and stagnation

A fifth pitfall of delegating MBO tasks and responsibilities is creating a state of complacency and stagnation, where subordinates do not challenge themselves, learn new skills, or innovate new solutions. This can happen if you do not review, revise, or renew the objectives regularly, or if you do not encourage or reward creativity, initiative, or improvement. Complacency and stagnation can hamper the growth, development, and competitiveness of the organization. To avoid this pitfall, you should ensure that the objectives are dynamic, flexible, and adaptable to changing circumstances, and that you foster a culture of continuous learning, experimentation, and excellence.

添加您的观点

Davide Ricciardi
举报内容
A big issue with delegating MBO tasks is the risk of complacency and stagnation. I've seen this happen when goals are too easy to achieve, leading the team to coast instead of innovate. To counter this, I make sure we set ambitious, stretch goals that push the team to excel and grow. Celebrating milestones is important, but we also focus on what comes next, always setting new challenges. Regular reviews and updates to objectives keep everyone engaged and motivated. This approach ensures that we don’t just meet our targets but constantly strive to improve, keeping the team dynamic and forward-thinking.

已翻译

赞
Rodrigo O.

Especialista em BPM | Consultor em Processos de Negócios| Gest?o de Projetos | Gest?o Estratégica | Melhoria Contínua | Metas e desempenho | Lean | OKR | WCM | Six Sigma | Teoria das restri??es | Design Thinking
举报内容
é um tema delicado. Apontar que um funcionário está em complacência ou estagna??o n?o soa bem. Antes que isso aconte?a é bom estabelecer as metas de maneira que sejam ousadas e bem determinadas, para evitar estes casos. Incentivar a inova??o e o aprendizado constante pode ajudar, o colaborador que se apoia nesses fundamentos pode se fazer motivado. Mas ainda assim o tema é delicado.

已翻译

赞

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

添加您的观点

Guillaume Egasse ??

Finance Manager | Chief Financial Officer | CHRO | Master degree of Management and Financial Strategies | International Finance | Wellness Theories
举报内容
1?? Lack of Clarity: Communicate objectives clearly to avoid confusion, frustration, or missed deadlines. Provide necessary resources and autonomy. 2?? Loss of Control: Delegate according to competence, confidence, and commitment. Balance delegation to prevent overburdening or micromanaging. 3?? Lack of Accountability: Set clear expectations, monitor progress, and enforce consequences to create a culture of high accountability. 4?? Conflict and Resistance: Involve relevant stakeholders to prevent conflict and resistance. 5?? Complacency and Stagnation: Regularly review, revise, and renew objectives. Encourage creativity, initiative, and improvement to prevent complacency and stagnation.

已翻译

赞

Management by Objectives

+ 关注

给文章评分

我们借助人工智能创建了此文章。您认为这篇文章怎么样？

很棒不太好

举报此文章

查看全部

What are the common pitfalls or risks of delegating MBO tasks and responsibilities?

1

2

3

4

5

6

1 Lack of clarity

2 Loss of control

3 Lack of accountability

4 Conflict and resistance

5 Complacency and stagnation

6 Here’s what else to consider

Management by Objectives

给文章评分

感谢您的反馈

更多Management by Objectives相关文章

更多相关阅读内容