Management by Objectives
There are still many old-fashioned bosses who cease to allow the staff from using Facebook or MSN during office hours. They are afraid that the staff would spend time not for the company but for their own leisure. But today, it’s really difficult to block these personal activities in the office because to be able to do that, not only computers should be refrained from being connected to the Internet, they also need to confiscate the smart phones whenever the staff stepped into the office too.
The “work is work, personal is personal” era has long gone. The once very clear line separating these two different activities for an individual has turned into a blur in the past ten years to a further dotted line in the future. Unless you are running a labor-oriented factory, the mix of office and personal lives are inseparable in today’s working environment.
When the bosses helplessly have to accept this fact, they start to worry that the “inseparable” would severely affect the company’s productivities. It’s no doubt that modern technology can be a safe hideout for employees to chat away with friends online without being caught.
Management by Objectives, popularized by Peter Drucker (1909-2005), a modern management guru, should be the answer to their worries. Because the essence of Management by Objectives, is basically participative of goal setting, choosing course of actions and decision-making. With the responsibility assigned to employees, you no longer need to aggregate the actual time they spent for company or for their personal leisure. The objectives should be achieved within a reasonable time for the assessment of an employee’s performance; the mandatory office hours become a sheer complimentary for disciplinary guideline.
The understandings of Management by Objectives, aided by modern technology, some companies even make the Work at Home model viable. Office hours become home hours, self-discipline and self-motivation become the driving forces that make things work.
Management by Objectives is essential to run a knowledge-based company; but to ensure a successful paradigm shift, to win the hearts and minds of employees, is the first and foremost after all.
FingerTec has long adopted the Management by Objectives as our practice of management. When FingerTec customers receive our replies within 24 hours all year long, our office still open 5-day a week, not 7 days. The rest, we work from home.
by Teh Hon Seng, CEO, FingerTec HQ