IntroductionFor this assignment I have chosen to delve deeper into the topic of performance management, i.e. management by objectives. After further study of performance management systems, I felt a keen interest and familiarity with the idea of ​​this results from the review method. My intention is not to compare methods (results, characteristics and behavior) and say that one way is better than another. My first impression, however, is that an outcome-based method takes into account the interests of the organization over others. But again, I'm not advocating either method. In particular, what I like about management by objectives is that it aligns an employee's role, duties and tasks with the organization's goals; using goals as a catalyst to achieve those goals. Goal setting is something I have long believed in, personally and professionally. Within this assignment I intend to delve deeper into management by objectives, express my personal thoughts on the topic, evaluate the pros and cons, and build on my personal and business foundations. First of all, let's define management by objectives (MBO); Gary Dessler and Fredrick A. Starke in their book Management, Principles and Practices for Tomorrow's Leaders, (second Canadian edition) define MBO as: a technique in which the supervisor and subordinate jointly establish objectives for the latter and periodically evaluate the progress towards these goals. Wikipedia.org similarly defines MBO as: a process of agreeing on objectives within an organization so that management and employees agree on objectives and understand what they are. To me, both definitions seem like a fun and proactive method that can empower an employee. Anyone who has set a goal, big or small, and achieves it... halfway... attractive and certainly what has made it popular are its strategic planning features. It allows workers at “lower” levels to play an active role in running the company. Improving performance almost becomes a consequence of the process, not its sole purpose. I am very happy and encouraged by my further research on the topic of MBO. Initially, my knowledge of the topic was based on the chapter on performance management and the limited section on the topic. Being a goal-oriented person, I thought this management tool could be successfully applied with almost no problems. This assumption turned out to be incorrect as I did not take into account the settings and behaviors of the individuals applying the system. A system like MBO can be easily corrupted. That said, if an organization exceeds user limitations, MBO is an excellent and worthwhile endeavor.