Management By Object (MBO) — Learn free

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Questions 1–10 of 10

1. Who introduced the concept of Management by Objectives (MBO)?
Question 1A. Peter DruckerB. Andy GroveC. Henry FordD. Larry PageE. Frederick Taylor
2. What is the core shift in focus that Management by Objectives (MBO) introduces?
Question 2A. From results to daily activityB. From activity to resultsC. From employees to managersD. From strategy to supervisionE. From measurement to intuition
3. Which of the following is NOT one of the fundamental principles of Management by Objectives (MBO)?
Question 3A. Clarity of objectivesB. Alignment between individual and organisational goalsC. Strict supervision and task control by managersD. Participation in goal settingE. Periodic performance review
4. In the Management by Objectives (MBO) process, what happens immediately after the organisation defines its high-level strategic objectives?
Question 4A. Compensation is paid based on resultsB. An external audit is conductedC. Results are evaluated at the end of the periodD. Managers and employees translate those objectives into individual objectivesE. Objectives are published to customers
5. How often does a traditional Management by Objectives (MBO) cycle usually run?
Question 5A. WeeklyB. DailyC. Every five yearsD. Continuously with no fixed periodE. Annually or semi-annually
6. How does Management by Objectives (MBO) relate to OKRs and KPIs?
Question 6A. MBO is the broader management philosophy, OKRs are a structured evolution of it for fast-changing environments, and KPIs are measurement instruments usable within eitherB. MBO is a measurement metric, OKRs are the philosophy, and KPIs are the goal cyclesC. MBO, OKRs and KPIs are three competing names for the same thingD. KPIs replaced MBO, and OKRs replaced KPIsE. MBO can only be used with KPIs, never with OKRs
7. Which of the following is a benefit of Management by Objectives (MBO) when implemented properly?
Question 7A. It removes the need for performance appraisal systemsB. It increases accountability because objectives are agreed uponC. It guarantees creativity and innovationD. It eliminates the need to measure performanceE. It ties all pay to fixed objectives
8. According to the limitations of Management by Objectives (MBO), what may happen if compensation is overly tied to fixed objectives?
Question 8A. Objectives become clearerB. Alignment across departments improvesC. Risk-taking and innovation may declineD. Measurement becomes more preciseE. Feedback cycles become shorter
9. In the Grade 7 school example of Management by Objectives (MBO), the principal sets a goal to increase the average science score by 10 per cent. What objective does the science teacher then set?
Question 9A. To reduce the number of science lessonsB. To have every student score 100 per centC. To improve the school's average by 20 per centD. To improve the class's average science test score from 70 to 80E. To set no objective and wait for the principal's results
10. Why does Management by Objectives (MBO) become even more powerful in data-driven organisations?
Question 10A. Because data removes the need to set objectivesB. Because dashboards replace managers entirelyC. Because employees no longer need to participate in goal settingD. Because annual cycles can be abandonedE. Because objectives can be tracked through dashboards, analytics and performance metrics, making measurement precise