Step Up: Applying Management by Objectives in Construction Project Management

2.1 The six steps of Management by Objectives (MBO) that John and his subordinates can apply to their organisation are: a) Setting Objectives: John needs to set clear, concise and achievable objectives for the building project. These objectives should be aligned with the company's goals. b) Developing Action Plans: For every defined objective, an action plan needs to be created. Each plan should outline what needs to be done, by whom, and by when. c) Delegating Tasks: As a project manager, John needs to effectively delegate tasks to his subordinates based on their skills and expertise. d) Monitoring Progress: John should regularly review the progress of the project to ensure the objectives are being met. If deviations occur, actions should be taken promptly. e) Evaluating Performance: At the end of the project, John should assess the performance of his subordinates and provide constructive feedback. f) Implementing Feedback and Learning: Based on the performance evaluations, improvements should be made for future projects. Lessons learned should be integrated into the management processes. 2.2 Four potential disadvantages for John in implementing the MBO process for his organisation are: a) Time Consuming: MBO process can be time-intensive as it involves setting clear objectives, creating detailed action plans, and doing regular reviews and evaluations. b) Resistance to Change: John's subordinates may resist the new management approach, especially if they are accustomed to a different management style. c) Overemphasis on Short-term Goals: MBO may lead to an exaggerated focus on short-term goals at the expense of long-term strategic plans. d) Inflexibility: The MBO process can sometimes be inflexible, making it challenging to adapt quickly to changes in the market or environment. The process may need to be re-adjusted often to remain relevant.