ABSTRACT ¡§Management by objectives¡¨ means proceeding management in accordance with objects. Several years ago, many advanced enterprises in America, Europe & Japan have led this into their management system and got positive result. It not only strengthens enterprises system, raises income, enhances staff¡¦s ability & skill but also focus staff¡¦s identification. Now, a succession of enterprises and government department in Taiwan are carrying out this management system to improve administration efficiency and enhance their competitive ability. ¡§Management by objectives¡¨ is a synthetic and overall management system, which combines corporate mission, management concept, vision, strategy, objective and all the other company resources and reach expected objective by the circle of P(plan), D(do), C(check) and A(action) . This research is adopted case study method. We survey via questionnaires to realize how manager maps out corporate mission, management concept, vision & strategy; how each department spreads out its objective, plan, efficiency & improvement policy and how staff reaches his personal objects & efficiency. After researching, we found carrying out ¡§Management by objectives¡¨ can reach the following effects: 1. Making company objectives more definite: 2. Strengthening communication & coordination between departments; 3. Making staff with more self-confidence, self-reliance and self-motion; 4. Raising staff¡¦s identification and making efficiency judging fair; 5. Focusing team¡¦s conception; 6. Developing and cultivating staff¡¦s ability. Followings are my suggestions for continued research: 1. Enlarging industrial survey range with statistics; 2. Expanding ¡§Management by objectives¡¨ into management by efficiency and budget. Keyword: Management by objectives; Circle of P-D-C-A

The problem is that traditional jobs have been office-based, with close supervision. In the Virtual Office (VO) situation managers have a resistance towards the managing of the workforce because they do not know how to manage virtual workers off-site, workers that they cannot see. They feel that managing virtual workers off-site places a huge burden on them. The biggest difference is the shift in management style from direct control to management of results. The biggest challenge for most organisations is to manage the workforce of the VO. The objectives of this research project are to determine how managers can manage a virtual workforce, improve communication and control the workforce. Comprehensive research has been done on the topic VO that includes articles from magazines, newspapers, Internet and textbooks. As sufficient reference resources are not available in South Africa the research was especially based on USA reference resources, due to the reported successful implementation of Virtual Offices in that country. Managers can effective management a virtual workforce by making use of MBO and not by monitoring activities. They can improve communication with the workforce by staying connected and they can control the workforce through feedback and support. This research has proved that the paradigm shift in the corporate world of work, any time, anywhere, in real space or in cyberspace is here to stay. Virtual workers and managers working away from the office is now a reality, and will become more common in the future. Companies who wait for the future to allow the VO to effectively take shape may find themselves at a competitive disadvantage. Now is the time for companies to create the conditions for the VO to emerge. / Business Management / M. Tech. (Business Administration)

Corporate Financial Planning--A System Dynamic Approach.

The problem is that traditional jobs have been office-based, with close supervision. In the Virtual Office (VO) situation managers have a resistance towards the managing of the workforce because they do not know how to manage virtual workers off-site, workers that they cannot see. They feel that managing virtual workers off-site places a huge burden on them. The biggest difference is the shift in management style from direct control to management of results. The biggest challenge for most organisations is to manage the workforce of the VO. The objectives of this research project are to determine how managers can manage a virtual workforce, improve communication and control the workforce. Comprehensive research has been done on the topic VO that includes articles from magazines, newspapers, Internet and textbooks. As sufficient reference resources are not available in South Africa the research was especially based on USA reference resources, due to the reported successful implementation of Virtual Offices in that country. Managers can effective management a virtual workforce by making use of MBO and not by monitoring activities. They can improve communication with the workforce by staying connected and they can control the workforce through feedback and support. This research has proved that the paradigm shift in the corporate world of work, any time, anywhere, in real space or in cyberspace is here to stay. Virtual workers and managers working away from the office is now a reality, and will become more common in the future. Companies who wait for the future to allow the VO to effectively take shape may find themselves at a competitive disadvantage. Now is the time for companies to create the conditions for the VO to emerge. / Business Management / M. Tech. (Business Administration)

Ce travail a pour but de montrer quelles logiques de la finalité sont en jeu dans le travail du manager. Nous avons distingué deux façons d’aborder la finalité. La première, proche des notions d’objectif, d’intérêt, d’utilité, constitue le soubassement des façons d’aborder classiquement le travail du manager. Nous avons fait émerger, en nous appuyant sur la pensée d’Aristote, Thomas d’Aquin, et Spaemann, une conception alternative de la finalité, qui diffère de l’objectif et de l’intérêt en ce qu’elle n’est pas construite. Ce concept de finalité permet de voir autrement trois dimensions essentielles du travail du manager : le management par objectif, le faisceau d’exigences contradictoires dont le manager est le point focal, et le dilemme qui se pose à lui entre éthique et efficacité. Enfin, une enquête de terrain permet de montrer que cette logique alternative de la finalité, rattachée à l’éthique des vertus, trouve une certaine place dans le discours des managers de la FDJ, aux côtés du conséquentialisme, qui consacre l’acception utilitaire de la finalité, et du déontologisme qui évacue le recours à la finalité. / This thesis aim is to show which notion of purpose is at stake in the manager’s work. It differentiates two ways to address the concept of purpose. The first one, close to the notions of objective, interest, utility, forms the foundations of a classical vision of the manager’s work. However, a second one, based on Aristotle, Thomas Aquinas and Spaemann’s philosophies, arose. This alternative conception differs from objective and interest as it is not elaborated by the subject. It allows a different view on three essential dimensions of the manager’s work: the management by objectives, the body of contradictory requirements that built up on the manager and the dilemma between ethics and efficiency. Finally, a field survey showed that this alternative conception of purpose, linked to virtue-based ethics, has a certain place in the FDJ’s managers’ message, together with consequentialism, which expresses the utilitarian conception of purpose, and deontological ethics, which evacuates any purpose.