<Table> <Tr> <Td> </Td> <Td> This article has an unclear citation style . The references used may be made clearer with a different or consistent style of citation and footnoting . (May 2016) (Learn how and when to remove this template message) </Td> </Tr> </Table> <Tr> <Td> </Td> <Td> This article has an unclear citation style . The references used may be made clearer with a different or consistent style of citation and footnoting . (May 2016) (Learn how and when to remove this template message) </Td> </Tr> <P> Management by objectives (MBO), also known as management by results (MBR), was first popularized by Peter Drucker in his 1954 book The Practice of Management . Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding on how to achieve each objective in sequence . This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment . This process also helps organization members to see their accomplishments as they achieve each objective, which reinforces a positive work environment and a sense of achievement . An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set . Ideally, when employees themselves have been involved with the goal - setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities . According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify common goals, define each individual's major areas of responsibility in terms of the results expected of him or her, and use these measures as guides for operating the unit and assessing the contribution of each of its members . </P>

A management approach in which objectives are set jointly by managers and employees is