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Implementing a Mbo

In: Business and Management

Submitted By REPOSITION2011
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In the above referenced case study I am of the opinion that John was reassigned to an internal , lower priority project because he lacked the skill set needed to navigate through the organizational politics in order to get the implementation of the MBO completed. In essence, he failed to treat organizational change as a political issue and determine who had an interest or who could be given an interest in the changes the organization needs to make. No attempt is was made to build a consensus around this change to the MBO initiative .It appears that John thought that, he was working on an MBO initiative that was a priority for the director of the organization that he was entitled to respect and his managers should have complied with the gidelines and time frames that he had set because the MBO was a top priority for his new boss .All parties should just comply because it was "necessary" or "logical." People motivate themselves when they see clearly that what you want them to do will benefit them
( Denhardt(,R.B., Denhardt,J.V., & Aristigueta,M.P. 2013). Additionally, for cooperation from colleges, establishing a peer relationship is essential. Managers in John's organization did not want this project to succeed . Thus, John encountered jealousy, resentment or other relationship-destroying feelings in co-workers whose help her needed most( Denhardt(,R.B., Denhardt,J.V., & Aristigueta,M.P. 2013). Instead of John complaining to his boss about the manner in which the other managers were not cooperating with him ( providing the information requested in a timely manner), he should have been working on ways to convince them that it would be in their best interest to comply because it would ultimately benefit in terms of promotion , increase in salary, perks, etc. Lastly, John should have taken his bosses suggestion in the alternative of how to…...

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