Critically evaluate Drucker’s Management by Objectives (MBO) and assess its usefulness in the contemporary Chinese workplace.

 But if managers’ expectation to their subordinates is too high, it will cause some problems. If the expectation to their subordinates is too high, the subordinates will feel pressured and maybe even resort to unmoral ways to achieve goal. The objective is often set for a short period of time. Too high objectives would easily to lead managers to go for short time interest. This has caused many serious accident in china, such as Sanlu Milk Powder Incident, Dumex Incident and Anhui Vaccine Incident. If the manger push the employees too hard, employees will have negative emotion and maybe lead to conflicts between managers and employees.There are many fundamental differences between Chinese companies and companies in Western countries. Individualism is the culture of western countries and it is one of the philosophical hypothesis of MBO. It promote personalization and emphasizes achieve goals through one’s effort. But traditional Chinese culture has great difference than that of western countries. Chinese culture emphasizes collectivism.  The collectivism is not the same with the one in Japan which is the spirit of solidarity with trust. It is in the form of escaping from responsibilities and demand for the same treatment. Equalizing wealth is deep in the mind. It is hard implement MBO system in Chinese companies.

  Although Drucker’s MBO can be useful in Britain and other western countries, in fact, it has not been widely used in modern China. The management of objectives is a kind of incentive method proposed by Drucker which is result oriented and focus on the self control of employees. While it could not totally adapted to Chinese companies due to culture reasons. Chinese companies should combine the MBO method with other tools to manage companies. This needs the management of companies to set objects more scientifically , strength communication within the company to better monitor the whole process.

Reference

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