Universiẗat, Diss., 2006--Köln.

Fachhochsch., Diplomarbeit--Düsseldorf, 2006.

Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006. / Also available in print.

Zugl.: Oestrich-Winkel, Europ. Business School, Diss., 2006. / Description based on print version record.

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 172-177). Also available in print.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. Description based on print version record. Includes bibliographical references (leaves 123-127).

Master-Arbeit Univ. St. Gallen, 2006.

The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.

M.Com. (Business Management) / This dissertation is a study of the theoretical basis of management by objectives compared with a modified system used by Technikon Southern Africa, an academic institution. According to management by objectives theory, certain elements should be present in any MBO system if the organization wishes to implement it successfully. The research was based on the hypothesis that the system (MBO) used by Technikon SA, although modified, would still lead to the effective and efficient management of the institution. The first part of this study describes the organizational climate of Technikon SA from its establishment to 1993. In particular, the discussion focuses on the need for an effective managerial system to manage the Technikon as an open system. The second part of the dissertation provides a theoretical framework, based on literature from many sources, which describes the underlyning philosophy of management by objectives. This discussion also comprises the elements of a management by objectives programme, as well as the possible benefits and pitfalls of such a system. The third part of the study refers to the implementation successes of management by objectives in tertiary institutions. This section essentially consists of a comparison of the management by objectives system used by the Technikon and the theoretical basis as it has developed since Drucker first introduced the concept. In the final chapter conclusions based on the comparison are made. The most important conclusion is the rejection of the hypothesis that the system used by the Technikon is effective. In the final analysis suggestions are made to improve the system used by the Technikon, the most important being the following: management must change from an autocratic management style to one of participation and self-control; academics must be seen as professionals who can be trusted to achieve their objectives by way of their own planning and actions; objectives must be determined from key performance areas; goal-setting must be a participative process; all objectives must meet certain criteria; action plans should be implemented; management must be competent to motivate, coach and persuade; continuous feedback should be given by management; and the most important of all, management by obj ectives should be implemented as an integrating system with the emphasis on its use for performance appraisal. Further research is suggested to determine an effective system for Technikon SA. Once again it was found that management by objectives, although an old concept, is effective, but only if management adheres to its basic principles

<p>A1302</p><p>Introduction: Peru is a country that is undergoing a process of democratic transformation. Local and international development agencies are established in Peru in order to support this process. In the last decade, there has been an encouragement for these agencies to use strategic management in their project work. The Logical Framework Approach (LFA) is an objective-oriented approach that has become widely employed for the planning, implementation and evaluation of development projects. The so called “vertical logic” of the LFA, rests on the assumption that project stakeholders can predetermine and agree on how certain activities will lead to the accomplishment of a hierarchy of formally stated goals.</p><p>Purpose: The purpose of this thesis is to analyze the applicability of the vertical logic of LFA on development projects in Peru.</p><p>Theoretical framework: The theoretical framework of this paper is based on theories and arguments raised for and against Management By Objectives (MBO) from which the LFA originates. In addition, the special features of the development sector are discussed in regard to this rational goal approach.</p><p>Method: This paper has been carried out as a Minor Field Study (MFS) in Peru where representatives of local as well as international development agencies have been interviewed.</p><p>Empirical findings and Analysis: This paper highlights the special characteristics of development work in Peru. Projects are typically large with abstract, complex goals and multiple stakeholders. In addition, they are carried out in an environment typified by significant instability and change. These characteristics potentially make some of the features inherent in the vertical logic of LFA, such as strict planning and goal congruency, unrealistic. This potentially limits its usefulness as a strategic management tool.</p>