MBO和MBE之间的差异|比较类似术语之间的差异

Key Difference – MBO vs MBE

在管理原则和实践中可以找到目标（MBO）管理（MBO）与管理（MBE）之间的差异。不同的管理作者提出了不同的管理模型，这些模型适合不同的领导风格和动机意识形态。目的和管理人员的管理是此类模型中的重要模型。两者都有自己的优势和缺点。现在，我们将重点关注每个模型，并在此之后反思其差异。

目标是什么是目标（MBO）？

MBOwas first proposed by Peter Drucker in his book of管理实践在1954年。管理可以定义为“试图设计一个共同目标的管理模型，这是管理层和员工都可以接受的，，，，这将改善组织的整体绩效。这important aspect of MBO是参与性的目标设置为战略计划这确保目标在整个组织中都具有一致性。这有助于更好参与和承诺among employees. Further, employees understand their roles and responsibilities due to the participative goal setting. So, employee performance can be measured with the standards set without grievances.

这目标s can be set for a department such as marketing, finance, human resources, etc. or for the whole organisation. In MBO, the objectives need quantifying and monitoring. This task is usually carried out by powerful management information systems.评价is linked with the system to identify objective achievement levels.

MBO的好处是：

Motivation- 由于参与性目标设定，员工将获得更好的授权。这提高了工作满意度和承诺。
Clarity of objectives- 由于参与性目标设定，整个组织都可以更好地理解目标。
更好的沟通– Reviews and constant interactions with managers and employees aids in a better relationship between them and helps coordination.
开车要达到– As goals are set by them for them, they will have more urge to achieve the objectives.
目标can be setat all levels和所有功能。

MBOhas its disadvantages too. The product quality can be adversely affected as employees will try to achieve the production targets ignoring the product quality. In addition, the process may be time-consuming and hard to implement. Another disadvantage is that innovation is not encouraged, and this can create a non-adaptive organization. difference between MBO and MBE

什么是管理（MBE）？

In most organizations, a set of objectives and the行动计划would have been communicated to relevant利益相关者such as the owners, senior managers, junior managers and employees. The action plan will be the norm or standards for the organization. Management by exception is a management style which确定与标准或最佳实践的实际偏差。如果实际性能没有显示出明显的偏差，则无需采取任何行动。这使高级管理人员专注于更重要的工作。如果偏差很大，则将问题报告给高级管理层以进行评估和纠正。在发生重大偏差的情况下，高级管理人员被警告，这被称为“发生了例外”，并紧急解决了“例外”。

会计部门在MBE中起关键作用。他们需要设计一个实用的预测预算，该预算不会低估或夸大其最佳能力。关于结果的启示，预算与实际研究之间的差异研究是通过会计操作进行的。差异分析的结果报告了明显偏差的事件。

这key benefit of MBE是管理人员不必忽略所有监视程序。他们可以专注于核心责任，只能对重要的偏差做出响应。这节省了管理的宝贵时间和精力，从而使整个组织开展业务有利。日常操作的延误不会经常受到阻碍。同样，可以更快地确定有问题的问题。此外，随着员工的一项任务和减少的监督，他们是通过自动驱动方法来达到给定目标 /任务的间接动机。

MBE也有缺点：

Mistakes in calculations the budgets can lead to higher variances and finding the root causes can be a time-consuming task.
依赖性on accounting department is too high, and the probability of accurate forecasting is questionable.
重要的决定将是高级管理层的重要决定，而员工的参与却很少。这可能是一个令人振奋的因素。

What is the difference between Management by Objectives (MBO) and Management by Exception (MBE)?

定义由目标（MBO）和管理管理（MBE）管理（MBE）

目标管理：目标管理can be defined as a management model that attempts to devise a common objective that is acceptable for both the management and employees, which will improve the overall performance of the organization.

例外：例外can be defined as a management mode that provides the objectives for employees and only concentrate on significant deviations from the set objectives or task which will reduce the energy and time lost on unnecessary monitoring and evaluation procedures.

特征由目标（MBO）和管理管理的管理（MBE）

Employee Participation

目标管理：员工参与对于MBO模型来说是必不可少的，因为它需要一个可以接受的管理和员工的共同目标。

例外：员工参与in objective setting and decision making is minimal in an MBE model as that responsibility is rested with senior management.

Role Ambiguity

目标管理：在MBO中，员工对组织目标的个人责任的明确性得到了更好的沟通和理解。

例外：In MBE, the clarity will be lacking, and employees will perform a generic responsibility without understanding his role in the overall objective achievement.

依赖性

目标管理：In MBO, the dependency on one department or group is less as operations are handled with organizational wide participations.

例外：In MBE, the dependency on one department especially of financial analysis / account is high as they are responsible for forecasting, budgeting and monitoring. Further, they are responsible for communicating significant deviations.