. "\uBAA9\uD45C\uC5D0 \uC758\uD55C \uAD00\uB9AC"@ko . . "Zarz\u0105dzanie przez cele (ang. Management by Objectives, MBO) \u2013 metoda zarz\u0105dzania opisana po raz pierwszy w 1954 przez Petera Druckera w jego ksi\u0105\u017Cce Praktyka zarz\u0105dzania."@pl . . . "Helburuen araberako kudeaketa erakunde batean aurrez eta modu esplizituan ezarritako helburuetan bereziki oinarritzen den kudeaketa da, kudeaketaren eta erakundeko arduradun eta langileen emaitzak helburu horien lorpenaz neurtzen dituena. Peter Drucker kudeaketa-adituak 1950eko hamarkadan plazaratu zuen kudeaketa-ikuspuntua da. Helburuen araberako kudeaketaren arrakastarako funtsezkotzat jotzen da erakundeko eragile guztiek helburuak zehaztasunez ezagutzea. Aldi berean, langileen parte-hartzeaz eta autogestioaz jardun nahiz berrikuntza eta sormenean oinarrituriko erakundeetarako gomendatzen da bereziki."@eu . "\u0627\u0644\u0625\u062F\u0627\u0631\u0629 \u0628\u0627\u0644\u0623\u0647\u062F\u0627\u0641"@ar . "A administra\u00E7\u00E3o por objetivos, ou APO, se trata de um procedimento desenvolvido para aplica\u00E7\u00E3o pr\u00E1tica do processo de planejar, organizar e controlar. Em sua origem, essa ideia foi desenvolvida por Alfred Sloan na d\u00E9cada de 1920, baseando-se em pr\u00E1ticas administrativas existentes na companhia DuPont. Com o passar do tempo, a pr\u00E1tica foi sendo implementada por algumas empresas e entre elas a General Electric tamb\u00E9m aproveitou o momento. Foi na GE, em 1954, que Drucker a conheceu e a chamou de administra\u00E7\u00E3o por objetivos, ele tamb\u00E9m acrescentou novos componentes enfatizando a defini\u00E7\u00E3o dos objetivos e a avalia\u00E7\u00E3o isolada de cada \u00E1rea espec\u00EDfica de desempenho. A administra\u00E7\u00E3o por objetivos d\u00E1 aten\u00E7\u00E3o ao prop\u00F3sito dos participantes de uma organiza\u00E7\u00E3o e ao modo de como estes se relacionam com os objetivos da pr\u00F3pria empresa. Podemos defini-la como um sistema de administra\u00E7\u00E3o que visa relacionar as metas organizacionais com o desempenho e o desenvolvimento individual, principalmente, por meio do envolvimento de todos. Percebe-se ainda que a administra\u00E7\u00E3o por objetivos aborda uma tentativa de alinhar as metas dos funcion\u00E1rios com a estrat\u00E9gia do neg\u00F3cio, otimizando a comunica\u00E7\u00E3o e a rela\u00E7\u00E3o entre gerentes e subordinados. \u00C9 um processo participativo de planejamento, que promove a descentraliza\u00E7\u00E3o das decis\u00F5es e a defini\u00E7\u00E3o das prioridades em geral."@pt . "\u76EE\u6A19\u7BA1\u7406\uFF08\u82F1\u8A9E\uFF1AManagement by objectives\uFF0C\u7B80\u79F0MBO\uFF09\u662F1960\u5E74\u4EE3\u672B\u671F\u4E4B\u5F8C\u8FC5\u901F\u767C\u5C55\u7684\u4F01\u696D\u7BA1\u7406\u7406\u8AD6\u4E4B\u4E00\uFF0C\u9996\u5148\u63D0\u51FA\u8005\u70BA\u5F7C\u5F97\u00B7\u675C\u62C9\u514B\u3002"@zh . "Manajemen sesuai objektif (MBO) adalah suatu proses persetujuan terhadap di dalam satu organisasi sehingga manajemen dan karyawan menyetujui objektif ini dan memahami apa posisi mereka di dalam organisasi tersebut. Sebutan \"manajemen sesuai objektif\" pertama dipopulerkan oleh Peter Drucker dalam bukunya tahun 1954 yang berjudul 'The Practice of Management'."@in . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u043F\u043E \u0446\u0435\u043B\u044F\u043C"@ru . . "Manajemen sesuai objektif"@in . . . . . . . . "\u0627\u0644\u0625\u062F\u0627\u0631\u0629 \u0628\u0627\u0644\u0623\u0647\u062F\u0627\u0641 \u0647\u064A \u0625\u062D\u062F\u0649 \u0627\u0644\u0625\u0633\u062A\u0631\u0627\u062A\u064A\u062C\u064A\u0627\u062A \u0627\u0644\u0625\u062F\u0627\u0631\u064A\u0629 \u0627\u0644\u062A\u064A \u062A\u062A\u064A\u062D \u0627\u0644\u0645\u062C\u0627\u0644 \u0644\u062A\u0648\u0638\u064A\u0641 \u0643\u0627\u0641\u0629 \u0627\u0644\u0645\u0648\u0627\u0631\u062F \u0627\u0644\u0645\u062A\u0648\u0641\u0631\u0629\u060C \u0648\u064A\u0645\u0646\u062D \u0641\u064A \u0646\u0641\u0633 \u0627\u0644\u0648\u0642\u062A \u062A\u0648\u062C\u064A\u0647\u0627 \u0645\u0634\u062A\u0631\u0643\u0627 \u0644\u0644\u062C\u0647\u0648\u062F \u0646\u062D\u0648 \u0627\u0644\u0631\u0624\u064A\u0629\u060C \u0648\u0623\u064A\u0636\u0627 \u062E\u0644\u0642 \u0631\u0648\u062D \u0627\u0644\u0641\u0631\u064A\u0642 \u0648\u0645\u0648\u0627\u0621\u0645\u0629 \u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u0641\u0631\u062F \u00AB\u0627\u0644\u0645\u0648\u0638\u0641\u00BB \u0645\u0639 \u0627\u0644\u0645\u0635\u0644\u062D\u0629 \u0627\u0644\u0645\u0634\u062A\u0631\u0643\u0629 \u0648\u0627\u0644\u0639\u0627\u0645\u0629 \u0644\u0644\u0645\u0646\u0634\u0623\u0629."@ar . "\u76EE\u6A19\u7BA1\u7406\uFF08\u82F1\u8A9E\uFF1AManagement by objectives\uFF0C\u7B80\u79F0MBO\uFF09\u662F1960\u5E74\u4EE3\u672B\u671F\u4E4B\u5F8C\u8FC5\u901F\u767C\u5C55\u7684\u4F01\u696D\u7BA1\u7406\u7406\u8AD6\u4E4B\u4E00\uFF0C\u9996\u5148\u63D0\u51FA\u8005\u70BA\u5F7C\u5F97\u00B7\u675C\u62C9\u514B\u3002"@zh . "\u0423\u043F\u0440\u0430\u0432\u043B\u0456\u043D\u043D\u044F \u0437\u0430 \u0446\u0456\u043B\u044F\u043C\u0438"@uk . "Manajemen sesuai objektif (MBO) adalah suatu proses persetujuan terhadap di dalam satu organisasi sehingga manajemen dan karyawan menyetujui objektif ini dan memahami apa posisi mereka di dalam organisasi tersebut. Sebutan \"manajemen sesuai objektif\" pertama dipopulerkan oleh Peter Drucker dalam bukunya tahun 1954 yang berjudul 'The Practice of Management'."@in . . . . . "\uBAA9\uD45C\uC5D0 \uC758\uD55C \uAD00\uB9AC(MBO, Management By Objective)\uB294 \uAE30\uC874\uC758 \uC0C1\uC0AC\uC5D0 \uC758\uD55C \uBD80\uD558\uC758 \uC5C5\uC801\uD3C9\uAC00 \uB300\uC2E0 \uBD80\uD558\uAC00 \uC790\uAE30 \uC790\uC2E0 \uD639\uC740 \uC0C1\uC704\uC790\uC640\uC758 \uD611\uC758\uC5D0 \uC758\uD55C \uC591\uC801\uC73C\uB85C \uCE21\uC815 \uAC00\uB2A5\uD55C \uAD00\uB9AC\uAE30\uBC95\uC73C\uB85C \uAD6C\uCCB4\uC801\uC774\uACE0 \uB2E8\uAE30\uC801\uC778 \uC5C5\uC801\uBAA9\uD45C\uB97C \uC124\uC815\uD558\uC5EC \uC2A4\uC2A4\uB85C\uAC00 \uADF8\uB7EC\uD55C \uC5C5\uC801 \uBAA9\uD45C\uB2EC\uC131\uC758 \uC815\uB3C4\uB97C \uD3C9\uAC00\uD574\uC11C \uADF8 \uC5C5\uC801\uC744 \uBCF4\uACE0\uD558\uAC8C \uD558\uB294 \uBC29\uBC95\uC774\uB2E4. \uD53C\uD130 \uB4DC\uB7EC\uCEE4\uAC00 \u300A\uACBD\uC601\uC758 \uC2E4\uC81C\u300B\uC5D0\uC11C \uC8FC\uC7A5\uD55C \uBC29\uBC95\uC774\uB2E4. \uC774 \uBB38\uC11C\uC5D0\uB294 \uB2E4\uC74C\uCEE4\uBBA4\uB2C8\uCF00\uC774\uC158(\uD604 \uCE74\uCE74\uC624)\uC5D0\uC11C GFDL \uB610\uB294 CC-SA \uB77C\uC774\uC120\uC2A4\uB85C \uBC30\uD3EC\uD55C \uAE00\uB85C\uBC8C \uC138\uACC4\uB300\uBC31\uACFC\uC0AC\uC804\uC758 \uB0B4\uC6A9\uC744 \uAE30\uCD08\uB85C \uC791\uC131\uB41C \uAE00\uC774 \uD3EC\uD568\uB418\uC5B4 \uC788\uC2B5\uB2C8\uB2E4."@ko . . "\u0627\u0644\u0625\u062F\u0627\u0631\u0629 \u0628\u0627\u0644\u0623\u0647\u062F\u0627\u0641 \u0647\u064A \u0625\u062D\u062F\u0649 \u0627\u0644\u0625\u0633\u062A\u0631\u0627\u062A\u064A\u062C\u064A\u0627\u062A \u0627\u0644\u0625\u062F\u0627\u0631\u064A\u0629 \u0627\u0644\u062A\u064A \u062A\u062A\u064A\u062D \u0627\u0644\u0645\u062C\u0627\u0644 \u0644\u062A\u0648\u0638\u064A\u0641 \u0643\u0627\u0641\u0629 \u0627\u0644\u0645\u0648\u0627\u0631\u062F \u0627\u0644\u0645\u062A\u0648\u0641\u0631\u0629\u060C \u0648\u064A\u0645\u0646\u062D \u0641\u064A \u0646\u0641\u0633 \u0627\u0644\u0648\u0642\u062A \u062A\u0648\u062C\u064A\u0647\u0627 \u0645\u0634\u062A\u0631\u0643\u0627 \u0644\u0644\u062C\u0647\u0648\u062F \u0646\u062D\u0648 \u0627\u0644\u0631\u0624\u064A\u0629\u060C \u0648\u0623\u064A\u0636\u0627 \u062E\u0644\u0642 \u0631\u0648\u062D \u0627\u0644\u0641\u0631\u064A\u0642 \u0648\u0645\u0648\u0627\u0621\u0645\u0629 \u0623\u0647\u062F\u0627\u0641 \u0627\u0644\u0641\u0631\u062F \u00AB\u0627\u0644\u0645\u0648\u0638\u0641\u00BB \u0645\u0639 \u0627\u0644\u0645\u0635\u0644\u062D\u0629 \u0627\u0644\u0645\u0634\u062A\u0631\u0643\u0629 \u0648\u0627\u0644\u0639\u0627\u0645\u0629 \u0644\u0644\u0645\u0646\u0634\u0623\u0629."@ar . . . . "Management by Objectives (MbO) (zu Deutsch: F\u00FChrung/F\u00FChren durch Zielvereinbarung) ist eine 1954 von Peter Ferdinand Drucker entwickelte F\u00FChrungstechnik im Gebiet der Betriebswirtschaftslehre. Unter arbeits- und organisationspsychologischen Gesichtspunkten ist MbO eine Form transaktionaler F\u00FChrung."@de . . . . "\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406"@ja . "La direction par objectifs (DPO, management by objectives dans les pays anglo-saxons), consiste pour la direction d'une organisation ou entreprise, \u00E0 fixer aux diverses unit\u00E9s composant ladite organisation, de mani\u00E8re unilat\u00E9rale ou n\u00E9goci\u00E9e, des objectifs quantitatifs et/ou qualitatifs, \u00E0 atteindre au terme d'une p\u00E9riode d\u00E9termin\u00E9e (par exemple : pour la fin de l'ann\u00E9e). L'id\u00E9e principale sous-jacente est qu'il est plus facile de parvenir \u00E0 motiver les salari\u00E9s lorsque l'on \u00E9voque avec eux la notion d'objectif \u00E0 atteindre plut\u00F4t que de leur assigner de mani\u00E8re directive des t\u00E2ches d'ex\u00E9cution. La mesure de ces performances suppose l'utilisation d'un syst\u00E8me d'information de gestion (de nature comptable et/ou statistique), propre \u00E0 produire analyse de synth\u00E8se et d\u00E9taill\u00E9e du degr\u00E9 d'avancement vers l'objectif et, en fin de p\u00E9riode, du degr\u00E9 d'obtention de l'objectif vis\u00E9. Par ailleurs la comparaison avec les entreprises comparables les plus performantes (benchmarking ou, en fran\u00E7ais, \u00E9talonnage) est une source d'informations tr\u00E8s int\u00E9ressante et tr\u00E8s utile pour la fixation comme pour la r\u00E9alisation des objectifs."@fr . . . "M\u00E5lstyrning inneb\u00E4r att styra en verksamhet med uppsatta m\u00E5l hellre \u00E4n genom att styra processer inom organisationen. M\u00E5lstyrning kopplas ofta samman med decentralisering. F\u00F6renklat tilldelas sj\u00E4lvst\u00E4ndiga enheter krav som de ska uppfylla och har sedan autonomi n\u00E4r det g\u00E4ller att best\u00E4mma hur detta skall g\u00F6ras. Alternativ till m\u00E5lstyrning \u00E4r Orderstyrning och V\u00E4rderingsstyrning."@sv . "\u76EE\u6A19\u7BA1\u7406"@zh . "Helburuen araberako kudeaketa erakunde batean aurrez eta modu esplizituan ezarritako helburuetan bereziki oinarritzen den kudeaketa da, kudeaketaren eta erakundeko arduradun eta langileen emaitzak helburu horien lorpenaz neurtzen dituena. Peter Drucker kudeaketa-adituak 1950eko hamarkadan plazaratu zuen kudeaketa-ikuspuntua da. Helburuen araberako kudeaketaren arrakastarako funtsezkotzat jotzen da erakundeko eragile guztiek helburuak zehaztasunez ezagutzea. Aldi berean, langileen parte-hartzeaz eta autogestioaz jardun nahiz berrikuntza eta sormenean oinarrituriko erakundeetarako gomendatzen da bereziki."@eu . . . . "Management by objectives"@en . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u043F\u043E \u0446\u0435\u043B\u044F\u043C (\u0430\u043D\u0433\u043B. Management by Objectives, MBO) \u2014 \u044D\u0442\u043E \u043F\u0440\u043E\u0446\u0435\u0441\u0441 \u0441\u043E\u0433\u043B\u0430\u0441\u043E\u0432\u0430\u043D\u0438\u044F \u0446\u0435\u043B\u0435\u0439 \u0432\u043D\u0443\u0442\u0440\u0438 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438 \u0442\u0430\u043A\u0438\u043C \u043E\u0431\u0440\u0430\u0437\u043E\u043C, \u0447\u0442\u043E \u0440\u0443\u043A\u043E\u0432\u043E\u0434\u0441\u0442\u0432\u043E \u043A\u043E\u043C\u043F\u0430\u043D\u0438\u0438 \u0438 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0438 \u0440\u0430\u0437\u0434\u0435\u043B\u044F\u044E\u0442 \u0446\u0435\u043B\u0438 \u0438 \u043F\u043E\u043D\u0438\u043C\u0430\u044E\u0442, \u0447\u0442\u043E \u043E\u043D\u0438 \u043E\u0437\u043D\u0430\u0447\u0430\u044E\u0442 \u0434\u043B\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438. \u0422\u0435\u0440\u043C\u0438\u043D \u00AB\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u043F\u043E \u0446\u0435\u043B\u044F\u043C\u00BB \u0432\u043F\u0435\u0440\u0432\u044B\u0435 \u0431\u044B\u043B \u0432\u0432\u0435\u0434\u0451\u043D \u0438 \u043F\u043E\u043F\u0443\u043B\u044F\u0440\u0438\u0437\u0438\u0440\u043E\u0432\u0430\u043D \u041F\u0438\u0442\u0435\u0440\u043E\u043C \u0414\u0440\u0443\u043A\u0435\u0440\u043E\u043C \u0432 1954 \u0433\u043E\u0434\u0443 \u0432 \u043A\u043D\u0438\u0433\u0435 \u00ABThe Practice of Management\u00BB."@ru . "Nell'ambito delle Risorse Umane la gestione per obiettivi (in inglese management by objectives o management by results, da cui le sigle MBO o MBR) \u00E8 un metodo di valutazione del personale che si basa sui risultati raggiunti a fronte di obiettivi prefissati, e non sulle competenze espresse. Se si usano congiuntamente i metodi di valutazione per obiettivi e quello per competenze, allora si utilizza il termine di valutazione mista. Al conseguimento degli obiettivi \u00E8 legato un riconoscimento economico. Gli obiettivi che vengono assegnati devono essere:"@it . . "14272"^^ . . "1123367234"^^ . . "M\u00E5lstyrning"@sv . . "Management by Objectives"@de . . . "Management by Objectives (MbO) (zu Deutsch: F\u00FChrung/F\u00FChren durch Zielvereinbarung) ist eine 1954 von Peter Ferdinand Drucker entwickelte F\u00FChrungstechnik im Gebiet der Betriebswirtschaftslehre. Unter arbeits- und organisationspsychologischen Gesichtspunkten ist MbO eine Form transaktionaler F\u00FChrung."@de . . . . . "Nell'ambito delle Risorse Umane la gestione per obiettivi (in inglese management by objectives o management by results, da cui le sigle MBO o MBR) \u00E8 un metodo di valutazione del personale che si basa sui risultati raggiunti a fronte di obiettivi prefissati, e non sulle competenze espresse. Se si usano congiuntamente i metodi di valutazione per obiettivi e quello per competenze, allora si utilizza il termine di valutazione mista. Al conseguimento degli obiettivi \u00E8 legato un riconoscimento economico. Gli obiettivi che vengono assegnati devono essere: \n* chiari, ben identificati e ben definiti nelle loro componenti, cio\u00E8 non devono lasciare margini ad interpretazioni \n* misurabili, cio\u00E8 il loro raggiungimento o meno deve essere un fatto oggettivo, e non una valutazione soggettiva \n* sfidanti, cio\u00E8 devono rappresentare un miglioramento per l'azienda; non si deve definire come obiettivo il normale lavoro \n* raggiungibili, cio\u00E8 non devono essere un qualcosa di irrealizzabile \n* temporalmente definiti, cio\u00E8 devono essere specificati i termini entro quando devono essere raggiunti \n* significativi per il livello di responsabilit\u00E0 dell'interessato, cio\u00E8 adeguati alle sue possibilit\u00E0 \n* concordati e discussi con l'interessato, che deve avere le leve per conseguirlo Gli obiettivi possono essere di tipo SMART o NUM.Si definisce S.M.A.R.T. un obiettivo: \n* Specifico, cio\u00E8 che non lascia spazio ad ambiguit\u00E0; \n* Misurabile senza equivoci e verificabile in fase di controllo; \n* raggiungibile (dall'inglese Achievable), poich\u00E9 un obiettivo non raggiungibile demotiva all'azione allo stesso modo di uno facilmente raggiungibile; \n* Rilevante da un punto di vista organizzativo, cio\u00E8 coerente con la mission aziendale; \n* definito nel Tempo. Si definisce NUM un obiettivo che ha in comune con gli obiettivi SMART la Specificit\u00E0, la raggiungibilit\u00E0 (Achievable), la Rilevanza e il legame con il Tempo; un obiettivo NUM, per\u00F2, Non \u00E8 Univocamente Misurabile (NUM): la definizione e misurazione periodica pu\u00F2 dipendere in modo considerevole dall'unit\u00E0 di misura adottata per la valutazione, dall'esperienza e dalle conoscenze del valutato. Esempi di obiettivi NUM sono quelli legati allo sviluppo di una conoscenza, di una competenza o all'adozione di specifici comportamenti aziendali. Gli obiettivi sono generalmente di tipo individuale, ma alcuni possono essere anche di gruppo. Il periodo assegnato per il raggiungimento \u00E8 normalmente di un anno, all'interno del quale ci sono momenti intermedi di verifica. In caso di mancato raggiungimento degli obiettivi bisogna analizzarne le cause per verificare l'esistenza di eventi imprevisti e per porre rimedio ad eventuali ostacoli. L'adozione della gestione per obiettivi richiede una stretta integrazione tra: \n* il sistema di pianificazione e controllo; \n* il sistema di valutazione del personale; \n* il sistema incentivante. L'aspetto positivo di questo metodo di valutazione \u00E8 che, traducendo gli obiettivi strategici d'impresa in obiettivi tattici a cascata per la gerarchia sottostante, permette di allineare l'attivit\u00E0 della struttura organizzativa su specifici obiettivi aziendali. L'aspetto negativo \u00E8 che c\u2018\u00E8 il rischio che gli interessati focalizzino le loro azioni solo o principalmente sugli obiettivi Mbo, trascurando la normale attivit\u00E0."@it . "A administra\u00E7\u00E3o por objetivos, ou APO, se trata de um procedimento desenvolvido para aplica\u00E7\u00E3o pr\u00E1tica do processo de planejar, organizar e controlar. Em sua origem, essa ideia foi desenvolvida por Alfred Sloan na d\u00E9cada de 1920, baseando-se em pr\u00E1ticas administrativas existentes na companhia DuPont. Com o passar do tempo, a pr\u00E1tica foi sendo implementada por algumas empresas e entre elas a General Electric tamb\u00E9m aproveitou o momento. Foi na GE, em 1954, que Drucker a conheceu e a chamou de administra\u00E7\u00E3o por objetivos, ele tamb\u00E9m acrescentou novos componentes enfatizando a defini\u00E7\u00E3o dos objetivos e a avalia\u00E7\u00E3o isolada de cada \u00E1rea espec\u00EDfica de desempenho."@pt . "\uBAA9\uD45C\uC5D0 \uC758\uD55C \uAD00\uB9AC(MBO, Management By Objective)\uB294 \uAE30\uC874\uC758 \uC0C1\uC0AC\uC5D0 \uC758\uD55C \uBD80\uD558\uC758 \uC5C5\uC801\uD3C9\uAC00 \uB300\uC2E0 \uBD80\uD558\uAC00 \uC790\uAE30 \uC790\uC2E0 \uD639\uC740 \uC0C1\uC704\uC790\uC640\uC758 \uD611\uC758\uC5D0 \uC758\uD55C \uC591\uC801\uC73C\uB85C \uCE21\uC815 \uAC00\uB2A5\uD55C \uAD00\uB9AC\uAE30\uBC95\uC73C\uB85C \uAD6C\uCCB4\uC801\uC774\uACE0 \uB2E8\uAE30\uC801\uC778 \uC5C5\uC801\uBAA9\uD45C\uB97C \uC124\uC815\uD558\uC5EC \uC2A4\uC2A4\uB85C\uAC00 \uADF8\uB7EC\uD55C \uC5C5\uC801 \uBAA9\uD45C\uB2EC\uC131\uC758 \uC815\uB3C4\uB97C \uD3C9\uAC00\uD574\uC11C \uADF8 \uC5C5\uC801\uC744 \uBCF4\uACE0\uD558\uAC8C \uD558\uB294 \uBC29\uBC95\uC774\uB2E4. \uD53C\uD130 \uB4DC\uB7EC\uCEE4\uAC00 \u300A\uACBD\uC601\uC758 \uC2E4\uC81C\u300B\uC5D0\uC11C \uC8FC\uC7A5\uD55C \uBC29\uBC95\uC774\uB2E4. \uC774 \uBB38\uC11C\uC5D0\uB294 \uB2E4\uC74C\uCEE4\uBBA4\uB2C8\uCF00\uC774\uC158(\uD604 \uCE74\uCE74\uC624)\uC5D0\uC11C GFDL \uB610\uB294 CC-SA \uB77C\uC774\uC120\uC2A4\uB85C \uBC30\uD3EC\uD55C \uAE00\uB85C\uBC8C \uC138\uACC4\uB300\uBC31\uACFC\uC0AC\uC804\uC758 \uB0B4\uC6A9\uC744 \uAE30\uCD08\uB85C \uC791\uC131\uB41C \uAE00\uC774 \uD3EC\uD568\uB418\uC5B4 \uC788\uC2B5\uB2C8\uB2E4."@ko . . . "\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\uFF08\u3082\u304F\u3072\u3087\u3046\u306B\u3088\u308B\u304B\u3093\u308A\uFF09\u3068\u306F\u3001\u7D44\u7E54\u306E\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u624B\u6CD5\u306E1\u3064\u3067\u3001\u500B\u3005\u306E\u62C5\u5F53\u8005\u306B\u81EA\u3089\u306E\u696D\u52D9\u76EE\u6A19\u3092\u8A2D\u5B9A\u3001\u7533\u544A\u3055\u305B\u3001\u305D\u306E\u9032\u6357\u3084\u5B9F\u884C\u3092\u5404\u4EBA\u304C\u81EA\u3089\u4E3B\u4F53\u7684\u306B\u7BA1\u7406\u3059\u308B\u624B\u6CD5\u30021950\u5E74\u4EE3\u306B\u7C73\u56FD\u306E\u30D4\u30FC\u30BF\u30FC\u30FB\u30C9\u30E9\u30C3\u30AB\u30FC\u304C\u63D0\u5531\u3057\u305F\u3068\u3055\u308C\u308B\u3002\u672C\u4EBA\u306E\u81EA\u4E3B\u6027\u306B\u4EFB\u305B\u308B\u3053\u3068\u3067\u3001\u4E3B\u4F53\u6027\u304C\u767A\u63EE\u3055\u308C\u3066\u7D50\u679C\u3068\u3057\u3066\u5927\u304D\u306A\u6210\u679C\u304C\u5F97\u3089\u308C\u308B\u3068\u3044\u3046\u4EBA\u9593\u89B3\uFF0F\u7D44\u7E54\u89B3\u306B\u57FA\u3065\u304F\u3082\u306E\u3002\u307E\u305F\u3001\u30C9\u30E9\u30C3\u30AB\u30FC\u304C\u30E6\u30C0\u30E4\u4EBA\u3067\u3042\u308A\u3001\u4EBA\u7A2E\u3084\u6027\u683C\u7279\u6027\u3067\u306F\u306A\u304F\u3001\u7D50\u679C\uFF0F\u6210\u679C\u3060\u3051\u3092\u898B\u3066\u307B\u3057\u3044\u3068\u3044\u3046\u53EB\u3073\u306B\u4F3C\u305F\u8A18\u8FF0\u3092\u300E\u73FE\u4EE3\u306E\u7D4C\u55B6\u300F\u306B\u304A\u3044\u3066\u3057\u3066\u3044\u308B\u3002\u76EE\u6A19\u7BA1\u7406\u306F\u3001\u7C73\u8A9E\u3067Management by objectives\u3068\u3044\u3044\u3001MBO\u3068\u7565\u3055\u308C\u308B\u3002\u300E\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\u300F\u3068\u306F\u305D\u306E\u8A33\u8A9E\u3067\u3042\u308B\u3002\u5358\u306B\u300C\u76EE\u6A19\u7BA1\u7406\u300D\u3068\u3082\u3044\u3046\u304C\u3001\u300C\u76EE\u6A19\u7BA1\u7406\u300D\u3067\u306F\u300C\u76EE\u6A19\u300D\u305D\u306E\u3082\u306E\u3092\u7BA1\u7406\uFF08\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\uFF09\u3059\u308B\u3053\u3068\u3068\u8AA4\u89E3\u3055\u308C\u3084\u3059\u3044\u306E\u3067\u3001\u300C\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\u300D\u304C\u672C\u6765\u306E\u610F\u5473\u3092\u8868\u3057\u3066\u3044\u308B\u3068\u3055\u308C\u308B\u3002\u76EE\u6A19\u7BA1\u7406\u306F\u3001\u30C0\u30B0\u30E9\u30B9\u30FB\u30DE\u30AF\u30EC\u30AC\u30FC\u306B\u3088\u3063\u3066\u7D99\u627F\u3055\u308C\uFF081953\u5E74\u306B\"An uneasy look for Performance Appraisal\"\u300C\u696D\u7E3E\u8A55\u4FA1\u306B\u5BFE\u3059\u308B\u6C17\u304C\u304B\u308A\u306A\u898B\u901A\u3057\u300D\u30CF\u30FC\u30D0\u30FC\u30C9\u30D3\u30B8\u30CD\u30B9\u30EC\u30D3\u30E5\u30FC\u63B2\u8F09\uFF09\u3001\u5F53\u6642\u306E\u5927\u4F01\u696D\u306E\u4E00\u90E8\u306B\u4EBA\u4E8B\u8003\u8AB2\u5236\u5EA6\u3068\u3057\u3066\u5C0E\u5165\u3055\u308C\u308B\u30B1\u30FC\u30B9\u3082\u51FA\u305F\u3002\u305D\u306E\u5F8C\u306F\u3001\u5F71\u97FF\u306E\u5927\u304D\u304B\u3063\u305F\u3082\u306E\u3068\u3057\u3066\u3001\u30B7\u30E5\u30EC\u30A4\u306E\u300E\u7D50\u679C\u306E\u5272\u308A\u4ED8\u3051\u306B\u3088\u308B\u7BA1\u7406\u300F\uFF08Management by Results\uFF09\u304C\u3042\u308B\u3002\u3053\u308C\u306F\u8A08\u753B\u3068\u5B9F\u7E3E\u306E\u7ACB\u3066\u65B9\u306A\u3069\u76EE\u6A19\u7BA1\u7406\u306E\u8A73\u7D30\u3092\u89E3\u8AAC\u3059\u308B\u3082\u306E\u3067\u3001\u4E0A\u91CE\u4E00\u90CE\u306B\u3088\u3063\u3066\u76F4\u3061\u306B\u7FFB\u8A33\u3055\u308C\u3001\u7C73\u56FD\u306E\u307F\u306A\u3089\u305A\u3001\u65E5\u672C\u306B\u3082\u5927\u304D\u306A\u5F71\u97FF\u3092\u4E0E\u3048\u305F\u3002\u3057\u304B\u3057\u3001\u7C73\u56FD\u3067\u306F\u5F53\u521D\u304B\u3089MBO\u306B\u306F\u61D0\u7591\u7684\u306A\u898B\u65B9\u3082\u793A\u3055\u308C\uFF08\u4F8B\u3048\u3070\u3001GE\u7814\u7A76\u3084\u30DE\u30B0\u30EC\u30AC\u30FC\u306A\u3069\uFF09\u3001\u3084\u304C\u30661970\u5E74\u4EE3\u306B\u306F\u5F90\u3005\u306B\u884C\u52D5\u8A55\u4FA1\u5C3A\u5EA6\u306B\u4EE3\u66FF\u3055\u308C\u3066\u3044\u304F\uFF08\u4F8B\u3048\u3070\u30011963\u5E74\u306B\u958B\u767A\u3055\u308C\u305F\u884C\u52D5\u30A2\u30F3\u30AB\u30FC\u5C3A\u5EA6,Smith\uFF09\u300280\u5E74\u4EE3\u4EE5\u964D\u306F\u7C73\u56FD\u3067MBO\u304C\u8B70\u8AD6\u3055\u308C\u308B\u3053\u3068\u3055\u3048\u306A\u304F\u306A\u3063\u3066\u3044\u3063\u305F\u3002\u73FE\u5728\u3067"@ja . . . . . . "Zarz\u0105dzanie przez cele"@pl . "Zarz\u0105dzanie przez cele (ang. Management by Objectives, MBO) \u2013 metoda zarz\u0105dzania opisana po raz pierwszy w 1954 przez Petera Druckera w jego ksi\u0105\u017Cce Praktyka zarz\u0105dzania."@pl . "La direction par objectifs (DPO, management by objectives dans les pays anglo-saxons), consiste pour la direction d'une organisation ou entreprise, \u00E0 fixer aux diverses unit\u00E9s composant ladite organisation, de mani\u00E8re unilat\u00E9rale ou n\u00E9goci\u00E9e, des objectifs quantitatifs et/ou qualitatifs, \u00E0 atteindre au terme d'une p\u00E9riode d\u00E9termin\u00E9e (par exemple : pour la fin de l'ann\u00E9e). L'id\u00E9e principale sous-jacente est qu'il est plus facile de parvenir \u00E0 motiver les salari\u00E9s lorsque l'on \u00E9voque avec eux la notion d'objectif \u00E0 atteindre plut\u00F4t que de leur assigner de mani\u00E8re directive des t\u00E2ches d'ex\u00E9cution."@fr . . "Gestione per obiettivi"@it . . "Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. In this system of management, individual goals are synchronized with the goals of the organization. An important part of MBO is the measurement and comparison of an employee's actual performance with the standards set. Ideally, when employees themselves have been involved with the goal-setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and subordinate jointly identify common goals, define each individual's major areas of responsibility in terms of the results expected of him or her, and use these measures as guides for operating the unit and assessing the contribution of each of its members. MBO refers to the process of setting goals for the employees so that they know what they are supposed to do at the workplace. Management by Objectives defines roles and responsibilities for the employees and help them chalk out their future course of action in the organization."@en . . . "Direction par objectifs"@fr . . . . "\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u043F\u043E \u0446\u0435\u043B\u044F\u043C (\u0430\u043D\u0433\u043B. Management by Objectives, MBO) \u2014 \u044D\u0442\u043E \u043F\u0440\u043E\u0446\u0435\u0441\u0441 \u0441\u043E\u0433\u043B\u0430\u0441\u043E\u0432\u0430\u043D\u0438\u044F \u0446\u0435\u043B\u0435\u0439 \u0432\u043D\u0443\u0442\u0440\u0438 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438 \u0442\u0430\u043A\u0438\u043C \u043E\u0431\u0440\u0430\u0437\u043E\u043C, \u0447\u0442\u043E \u0440\u0443\u043A\u043E\u0432\u043E\u0434\u0441\u0442\u0432\u043E \u043A\u043E\u043C\u043F\u0430\u043D\u0438\u0438 \u0438 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0438 \u0440\u0430\u0437\u0434\u0435\u043B\u044F\u044E\u0442 \u0446\u0435\u043B\u0438 \u0438 \u043F\u043E\u043D\u0438\u043C\u0430\u044E\u0442, \u0447\u0442\u043E \u043E\u043D\u0438 \u043E\u0437\u043D\u0430\u0447\u0430\u044E\u0442 \u0434\u043B\u044F \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438. \u0422\u0435\u0440\u043C\u0438\u043D \u00AB\u0423\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u0435 \u043F\u043E \u0446\u0435\u043B\u044F\u043C\u00BB \u0432\u043F\u0435\u0440\u0432\u044B\u0435 \u0431\u044B\u043B \u0432\u0432\u0435\u0434\u0451\u043D \u0438 \u043F\u043E\u043F\u0443\u043B\u044F\u0440\u0438\u0437\u0438\u0440\u043E\u0432\u0430\u043D \u041F\u0438\u0442\u0435\u0440\u043E\u043C \u0414\u0440\u0443\u043A\u0435\u0440\u043E\u043C \u0432 1954 \u0433\u043E\u0434\u0443 \u0432 \u043A\u043D\u0438\u0433\u0435 \u00ABThe Practice of Management\u00BB. \u0421\u0443\u0442\u044C \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u043F\u043E \u0446\u0435\u043B\u044F\u043C \u0437\u0430\u043A\u043B\u044E\u0447\u0430\u0435\u0442\u0441\u044F \u0432 \u043A\u043E\u043E\u043F\u0435\u0440\u0430\u0442\u0438\u0432\u043D\u043E\u043C \u043F\u0440\u043E\u0446\u0435\u0441\u0441\u0435 \u043E\u043F\u0440\u0435\u0434\u0435\u043B\u0435\u043D\u0438\u044F \u0446\u0435\u043B\u0435\u0439, \u0432\u044B\u0431\u043E\u0440\u0430 \u043D\u0430\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u0434\u0435\u0439\u0441\u0442\u0432\u0438\u0439 \u0438 \u043F\u0440\u0438\u043D\u044F\u0442\u0438\u0438 \u0440\u0435\u0448\u0435\u043D\u0438\u0439. \u0412\u0430\u0436\u043D\u043E\u0439 \u0447\u0430\u0441\u0442\u044C\u044E \u0443\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u043F\u043E \u0446\u0435\u043B\u044F\u043C \u044F\u0432\u043B\u044F\u0435\u0442\u0441\u044F \u0438\u0437\u043C\u0435\u0440\u0435\u043D\u0438\u0435 \u0438 \u0441\u0440\u0430\u0432\u043D\u0435\u043D\u0438\u0435 \u0442\u0435\u043A\u0443\u0449\u0435\u0439 \u044D\u0444\u0444\u0435\u043A\u0442\u0438\u0432\u043D\u043E\u0441\u0442\u0438 \u0434\u0435\u044F\u0442\u0435\u043B\u044C\u043D\u043E\u0441\u0442\u0438 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u043E\u0432 \u043C\u0435\u0436\u0434\u0443 \u0441\u043E\u0431\u043E\u0439 \u0438 \u0441 \u043D\u0430\u0431\u043E\u0440\u043E\u043C \u0443\u0441\u0442\u0430\u043D\u043E\u0432\u043B\u0435\u043D\u043D\u044B\u0445 \u0441\u0442\u0430\u043D\u0434\u0430\u0440\u0442\u043E\u0432. \u0412 \u0438\u0434\u0435\u0430\u043B\u0435, \u043A\u043E\u0433\u0434\u0430 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0438 \u0441\u0430\u043C\u0438 \u0432\u043E\u0432\u043B\u0435\u043A\u0430\u044E\u0442\u0441\u044F \u0432 \u043F\u0440\u043E\u0446\u0435\u0441\u0441 \u043F\u043E\u0441\u0442\u0430\u043D\u043E\u0432\u043A\u0438 \u0446\u0435\u043B\u0435\u0439 \u0438 \u043E\u043F\u0440\u0435\u0434\u0435\u043B\u0435\u043D\u0438\u044F \u043D\u0430\u043F\u0440\u0430\u0432\u043B\u0435\u043D\u0438\u044F \u0434\u0435\u0439\u0441\u0442\u0432\u0438\u0439, \u043D\u0435\u043E\u0431\u0445\u043E\u0434\u0438\u043C\u044B\u0445 \u0434\u043B\u044F \u0438\u0445 \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F, \u0432 \u044D\u0442\u043E\u043C \u0441\u043B\u0443\u0447\u0430\u0435 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0438 \u0431\u043E\u043B\u0435\u0435 \u043C\u043E\u0442\u0438\u0432\u0438\u0440\u043E\u0432\u0430\u043D\u044B \u043D\u0430 \u0432\u044B\u043F\u043E\u043B\u043D\u0435\u043D\u0438\u0435 \u0438\u0445 \u043E\u0431\u044F\u0437\u0430\u043D\u043D\u043E\u0441\u0442\u0435\u0439. \n* \u0412 \u043D\u0430\u0447\u0430\u043B\u0435 \u043E\u043F\u0440\u0435\u0434\u0435\u043B\u0435\u043D\u043D\u043E\u0433\u043E \u043F\u0435\u0440\u0438\u043E\u0434\u0430 \u0432\u0440\u0435\u043C\u0435\u043D\u0438 \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u044F\u043C \u0438 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0430\u043C \u043A\u043E\u043C\u043F\u0430\u043D\u0438\u0438 \u0443\u0441\u0442\u0430\u043D\u0430\u0432\u043B\u0438\u0432\u0430\u044E\u0442\u0441\u044F \u0446\u0435\u043B\u0438, \u043E\u0442 \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F \u043A\u043E\u0442\u043E\u0440\u044B\u0445, \u0432 \u0447\u0430\u0441\u0442\u043D\u043E\u0441\u0442\u0438, \u043C\u043E\u0436\u0435\u0442 \u0437\u0430\u0432\u0438\u0441\u0435\u0442\u044C \u043F\u0435\u0440\u0435\u043C\u0435\u043D\u043D\u0430\u044F \u0447\u0430\u0441\u0442\u044C \u0437\u0430\u0440\u043F\u043B\u0430\u0442\u044B. \u042D\u0442\u0438 \u0446\u0435\u043B\u0438 \u0434\u043E\u043B\u0436\u043D\u044B \u043E\u0442\u0432\u0435\u0447\u0430\u0442\u044C \u0443\u0441\u043B\u043E\u0432\u0438\u044F\u043C SMART, \u0442\u043E \u0435\u0441\u0442\u044C \u0431\u044B\u0442\u044C \u043A\u043E\u043D\u043A\u0440\u0435\u0442\u043D\u044B\u043C\u0438 (\u0430\u043D\u0433\u043B. specific) \u0434\u043B\u044F \u043A\u043E\u043C\u043F\u0430\u043D\u0438\u0438 \u0438\u043B\u0438 \u0435\u0451 \u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u044F; \u0438\u0437\u043C\u0435\u0440\u0438\u043C\u044B\u043C\u0438 (\u0430\u043D\u0433\u043B. measurable); \u0434\u043E\u0441\u0442\u0438\u0436\u0438\u043C\u044B\u043C\u0438 (\u0430\u043D\u0433\u043B. achievable); \u043E\u0431\u043E\u0441\u043D\u043E\u0432\u0430\u043D\u043D\u044B\u043C\u0438 \u0438 \u043F\u043E\u0441\u043B\u0435\u0434\u043E\u0432\u0430\u0442\u0435\u043B\u044C\u043D\u044B\u043C\u0438 (\u0430\u043D\u0433\u043B. relevant) \u0438 \u0441 \u0447\u0435\u0442\u043A\u0438\u043C\u0438 \u0441\u0440\u043E\u043A\u0430\u043C\u0438 \u0432\u044B\u043F\u043E\u043B\u043D\u0435\u043D\u0438\u044F (\u0430\u043D\u0433\u043B. time-based). \n* \u0421\u0432\u0435\u0440\u0445\u0443 \u0432\u043D\u0438\u0437 \u0443\u0441\u0442\u0430\u043D\u0430\u0432\u043B\u0438\u0432\u0430\u044E\u0442\u0441\u044F \u0446\u0435\u043B\u0438 \u0434\u043B\u044F \u0432\u0441\u0435\u0445 \u0443\u0440\u043E\u0432\u043D\u0435\u0439 \u043A\u043E\u043C\u043F\u0430\u043D\u0438\u0438, \u043F\u0440\u0438\u0447\u0435\u043C \u0446\u0435\u043B\u0438 \u0434\u0430\u0436\u0435 \u043D\u0430 \u0441\u0430\u043C\u044B\u0445 \u043D\u0438\u0436\u043D\u0438\u0445 \u0443\u0440\u043E\u0432\u043D\u044F\u0445 \u0434\u043E\u043B\u0436\u043D\u044B \u0441\u043E\u043E\u0442\u0432\u0435\u0442\u0441\u0442\u0432\u043E\u0432\u0430\u0442\u044C \u0446\u0435\u043B\u044F\u043C \u0438 \u0441\u0442\u0440\u0430\u0442\u0435\u0433\u0438\u0438 \u043E\u0440\u0433\u0430\u043D\u0438\u0437\u0430\u0446\u0438\u0438 \u0432 \u0446\u0435\u043B\u043E\u043C. \n* \u0426\u0435\u043B\u0435\u0439 \u043D\u0435 \u0434\u043E\u043B\u0436\u043D\u043E \u0431\u044B\u0442\u044C \u0441\u043B\u0438\u0448\u043A\u043E\u043C \u043C\u043D\u043E\u0433\u043E (3-5 \u2014 \u043E\u043F\u0442\u0438\u043C\u0430\u043B\u044C\u043D\u043E). \n* \u0423\u0441\u0442\u0430\u043D\u0430\u0432\u043B\u0438\u0432\u0430\u0442\u044C \u0446\u0435\u043B\u0438 (\u0437\u0430\u0434\u0430\u0447\u0438) \u043C\u043E\u0436\u0435\u0442 \u043A\u0430\u043A \u043D\u0435\u043F\u043E\u0441\u0440\u0435\u0434\u0441\u0442\u0432\u0435\u043D\u043D\u044B\u0439 \u0440\u0443\u043A\u043E\u0432\u043E\u0434\u0438\u0442\u0435\u043B\u044C, \u0442\u0430\u043A \u0438 \u0441\u0430\u043C\u0438 \u0441\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A\u0438 \u0441 \u043F\u043E\u0441\u043B\u0435\u0434\u0443\u044E\u0449\u0438\u043C \u043E\u0431\u0441\u0443\u0436\u0434\u0435\u043D\u0438\u0435\u043C \u0438 \u0441\u043E\u0433\u043B\u0430\u0441\u043E\u0432\u0430\u043D\u0438\u0435\u043C. \n* \u0414\u043B\u044F \u043E\u0446\u0435\u043D\u043A\u0438 \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F \u0446\u0435\u043B\u0435\u0439 \u043E\u043F\u0440\u0435\u0434\u0435\u043B\u044F\u044E\u0442\u0441\u044F \u043A\u043B\u044E\u0447\u0435\u0432\u044B\u0435 \u043F\u043E\u043A\u0430\u0437\u0430\u0442\u0435\u043B\u0438 \u044D\u0444\u0444\u0435\u043A\u0442\u0438\u0432\u043D\u043E\u0441\u0442\u0438 (KPI). \n* \u0421\u043E\u0442\u0440\u0443\u0434\u043D\u0438\u043A/\u043F\u043E\u0434\u0440\u0430\u0437\u0434\u0435\u043B\u0435\u043D\u0438\u0435 \u0434\u043E\u043B\u0436\u0435\u043D \u0431\u044B\u0442\u044C \u043E\u0431\u0435\u0441\u043F\u0435\u0447\u0435\u043D \u0440\u0435\u0441\u0443\u0440\u0441\u0430\u043C\u0438 \u0434\u043B\u044F \u0434\u043E\u0441\u0442\u0438\u0436\u0435\u043D\u0438\u044F \u043F\u043E\u0441\u0442\u0430\u0432\u043B\u0435\u043D\u043D\u044B\u0445 \u0437\u0430\u0434\u0430\u0447. \n* \u0420\u0435\u0433\u0443\u043B\u044F\u0440\u043D\u043E \u043F\u0440\u043E\u0432\u043E\u0434\u0438\u0442\u0441\u044F \u043E\u0446\u0435\u043D\u043A\u0430 \u0440\u0435\u0437\u0443\u043B\u044C\u0442\u0430\u0442\u043E\u0432 \u0434\u0435\u044F\u0442\u0435\u043B\u044C\u043D\u043E\u0441\u0442\u0438 (\u0430\u043D\u0433\u043B. performance review), \u0432\u043E \u0432\u0440\u0435\u043C\u044F \u043A\u043E\u0442\u043E\u0440\u043E\u0439 \u043E\u0446\u0435\u043D\u0438\u0432\u0430\u0435\u0442\u0441\u044F \u0434\u043E\u0441\u0442\u0438\u0433\u043D\u0443\u0442\u043E\u0435 \u0438 \u0441\u0442\u0430\u0432\u044F\u0442\u0441\u044F \u0441\u043B\u0435\u0434\u0443\u044E\u0449\u0438\u0435 \u0446\u0435\u043B\u0438."@ru . . . "Helburuen araberako kudeaketa"@eu . . "Management by objectives (MBO), also known as management by planning (MBP), was first popularized by Peter Drucker in his 1954 book The Practice of Management. Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then deciding how to achieve each objective in sequence. This process allows managers to take work that needs to be done one step at a time to allow for a calm, yet productive work environment. In this system of management, individual goals are synchronized with the goals of the organization."@en . . . "326713"^^ . . . . . "M\u00E5lstyrning inneb\u00E4r att styra en verksamhet med uppsatta m\u00E5l hellre \u00E4n genom att styra processer inom organisationen. M\u00E5lstyrning kopplas ofta samman med decentralisering. F\u00F6renklat tilldelas sj\u00E4lvst\u00E4ndiga enheter krav som de ska uppfylla och har sedan autonomi n\u00E4r det g\u00E4ller att best\u00E4mma hur detta skall g\u00F6ras. Alternativ till m\u00E5lstyrning \u00E4r Orderstyrning och V\u00E4rderingsstyrning. Fullst\u00E4ndig m\u00E5lstyrning i sig \u00E4r vanligare inom offentlig sektor men intressekonflikter och skilda f\u00F6rh\u00E5llningss\u00E4tt mellan den politiska ledningen och de utf\u00F6rande tj\u00E4nstem\u00E4nnen leder ofta till att styrningsmetoden motverkas. Ur demokratisk synvinkel f\u00F6rlorar d\u00E5 de folkvalda en del av sitt inflytande \u00F6ver organisationen (se tj\u00E4nstemannav\u00E4lde). Som reaktion h\u00E4nder det att detaljstyrning till\u00E4mpas. Problemen som d\u00E5 uppst\u00E5r \u00E4r att politiker som lekm\u00E4n styr med b\u00E5de m\u00E5l och medel och tj\u00E4nstem\u00E4nnen som professionella tvingas f\u00F6lja f\u00F6rh\u00E5llningsorder som inte alltid \u00E4r riktiga eller effektiva. I flera l\u00E4nder har exempelvis m\u00E5lstyrning av polisen kritiserats f\u00F6r att l\u00E4gga f\u00F6r stor fokus p\u00E5 kvantitativa m\u00E5l."@sv . "Administra\u00E7\u00E3o por objetivos"@pt . . . "\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\uFF08\u3082\u304F\u3072\u3087\u3046\u306B\u3088\u308B\u304B\u3093\u308A\uFF09\u3068\u306F\u3001\u7D44\u7E54\u306E\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u624B\u6CD5\u306E1\u3064\u3067\u3001\u500B\u3005\u306E\u62C5\u5F53\u8005\u306B\u81EA\u3089\u306E\u696D\u52D9\u76EE\u6A19\u3092\u8A2D\u5B9A\u3001\u7533\u544A\u3055\u305B\u3001\u305D\u306E\u9032\u6357\u3084\u5B9F\u884C\u3092\u5404\u4EBA\u304C\u81EA\u3089\u4E3B\u4F53\u7684\u306B\u7BA1\u7406\u3059\u308B\u624B\u6CD5\u30021950\u5E74\u4EE3\u306B\u7C73\u56FD\u306E\u30D4\u30FC\u30BF\u30FC\u30FB\u30C9\u30E9\u30C3\u30AB\u30FC\u304C\u63D0\u5531\u3057\u305F\u3068\u3055\u308C\u308B\u3002\u672C\u4EBA\u306E\u81EA\u4E3B\u6027\u306B\u4EFB\u305B\u308B\u3053\u3068\u3067\u3001\u4E3B\u4F53\u6027\u304C\u767A\u63EE\u3055\u308C\u3066\u7D50\u679C\u3068\u3057\u3066\u5927\u304D\u306A\u6210\u679C\u304C\u5F97\u3089\u308C\u308B\u3068\u3044\u3046\u4EBA\u9593\u89B3\uFF0F\u7D44\u7E54\u89B3\u306B\u57FA\u3065\u304F\u3082\u306E\u3002\u307E\u305F\u3001\u30C9\u30E9\u30C3\u30AB\u30FC\u304C\u30E6\u30C0\u30E4\u4EBA\u3067\u3042\u308A\u3001\u4EBA\u7A2E\u3084\u6027\u683C\u7279\u6027\u3067\u306F\u306A\u304F\u3001\u7D50\u679C\uFF0F\u6210\u679C\u3060\u3051\u3092\u898B\u3066\u307B\u3057\u3044\u3068\u3044\u3046\u53EB\u3073\u306B\u4F3C\u305F\u8A18\u8FF0\u3092\u300E\u73FE\u4EE3\u306E\u7D4C\u55B6\u300F\u306B\u304A\u3044\u3066\u3057\u3066\u3044\u308B\u3002\u76EE\u6A19\u7BA1\u7406\u306F\u3001\u7C73\u8A9E\u3067Management by objectives\u3068\u3044\u3044\u3001MBO\u3068\u7565\u3055\u308C\u308B\u3002\u300E\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\u300F\u3068\u306F\u305D\u306E\u8A33\u8A9E\u3067\u3042\u308B\u3002\u5358\u306B\u300C\u76EE\u6A19\u7BA1\u7406\u300D\u3068\u3082\u3044\u3046\u304C\u3001\u300C\u76EE\u6A19\u7BA1\u7406\u300D\u3067\u306F\u300C\u76EE\u6A19\u300D\u305D\u306E\u3082\u306E\u3092\u7BA1\u7406\uFF08\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\uFF09\u3059\u308B\u3053\u3068\u3068\u8AA4\u89E3\u3055\u308C\u3084\u3059\u3044\u306E\u3067\u3001\u300C\u76EE\u6A19\u306B\u3088\u308B\u7BA1\u7406\u300D\u304C\u672C\u6765\u306E\u610F\u5473\u3092\u8868\u3057\u3066\u3044\u308B\u3068\u3055\u308C\u308B\u3002\u76EE\u6A19\u7BA1\u7406\u306F\u3001\u30C0\u30B0\u30E9\u30B9\u30FB\u30DE\u30AF\u30EC\u30AC\u30FC\u306B\u3088\u3063\u3066\u7D99\u627F\u3055\u308C\uFF081953\u5E74\u306B\"An uneasy look for Performance Appraisal\"\u300C\u696D\u7E3E\u8A55\u4FA1\u306B\u5BFE\u3059\u308B\u6C17\u304C\u304B\u308A\u306A\u898B\u901A\u3057\u300D\u30CF\u30FC\u30D0\u30FC\u30C9\u30D3\u30B8\u30CD\u30B9\u30EC\u30D3\u30E5\u30FC\u63B2\u8F09\uFF09\u3001\u5F53\u6642\u306E\u5927\u4F01\u696D\u306E\u4E00\u90E8\u306B\u4EBA\u4E8B\u8003\u8AB2\u5236\u5EA6\u3068\u3057\u3066\u5C0E\u5165\u3055\u308C\u308B\u30B1\u30FC\u30B9\u3082\u51FA\u305F\u3002\u305D\u306E\u5F8C\u306F\u3001\u5F71\u97FF\u306E\u5927\u304D\u304B\u3063\u305F\u3082\u306E\u3068\u3057\u3066\u3001\u30B7\u30E5\u30EC\u30A4\u306E\u300E\u7D50\u679C\u306E\u5272\u308A\u4ED8\u3051\u306B\u3088\u308B\u7BA1\u7406\u300F\uFF08Management by Results\uFF09\u304C\u3042\u308B\u3002\u3053\u308C\u306F\u8A08\u753B\u3068\u5B9F\u7E3E\u306E\u7ACB\u3066\u65B9\u306A\u3069\u76EE\u6A19\u7BA1\u7406\u306E\u8A73\u7D30\u3092\u89E3\u8AAC\u3059\u308B\u3082\u306E\u3067\u3001\u4E0A\u91CE\u4E00\u90CE\u306B\u3088\u3063\u3066\u76F4\u3061\u306B\u7FFB\u8A33\u3055\u308C\u3001\u7C73\u56FD\u306E\u307F\u306A\u3089\u305A\u3001\u65E5\u672C\u306B\u3082\u5927\u304D\u306A\u5F71\u97FF\u3092\u4E0E\u3048\u305F\u3002\u3057\u304B\u3057\u3001\u7C73\u56FD\u3067\u306F\u5F53\u521D\u304B\u3089MBO\u306B\u306F\u61D0\u7591\u7684\u306A\u898B\u65B9\u3082\u793A\u3055\u308C\uFF08\u4F8B\u3048\u3070\u3001GE\u7814\u7A76\u3084\u30DE\u30B0\u30EC\u30AC\u30FC\u306A\u3069\uFF09\u3001\u3084\u304C\u30661970\u5E74\u4EE3\u306B\u306F\u5F90\u3005\u306B\u884C\u52D5\u8A55\u4FA1\u5C3A\u5EA6\u306B\u4EE3\u66FF\u3055\u308C\u3066\u3044\u304F\uFF08\u4F8B\u3048\u3070\u30011963\u5E74\u306B\u958B\u767A\u3055\u308C\u305F\u884C\u52D5\u30A2\u30F3\u30AB\u30FC\u5C3A\u5EA6,Smith\uFF09\u300280\u5E74\u4EE3\u4EE5\u964D\u306F\u7C73\u56FD\u3067MBO\u304C\u8B70\u8AD6\u3055\u308C\u308B\u3053\u3068\u3055\u3048\u306A\u304F\u306A\u3063\u3066\u3044\u3063\u305F\u3002\u73FE\u5728\u3067\u306FASTD\u3001SHRM\u3001HR.com\u306A\u3069\u306E\u30B5\u30A4\u30C8\u3067\u8ABF\u3079\u3066\u3082\u6570\u4EF6\u3057\u304B\u306A\u304F\u3001MBO\u3068\u8A00\u3048\u3070\u3001\u30BB\u30FC\u30EB\u30B9\u30DE\u30F3\u306E\u696D\u7E3E\u8A55\u4FA1\u306E\u969B\u306B\u6642\u3005\u4F7F\u308F\u308C\u308B\u3068\u3044\u3046\u4F4D\u7F6E\u4ED8\u3051\u3067\u3042\u308B\u3002 \u203B\u7565\u8A9E\u306B\u3059\u308C\u3070\u3001\u30DE\u30CD\u30B8\u30E1\u30F3\u30C8\u30FB\u30D0\u30A4\u30FB\u30A2\u30A6\u30C8\uFF08MBO\u3001Management Buyout\u3001\u7D4C\u55B6\u9663\u8CB7\u53CE\uFF09\u3068\u540C\u3058\u3060\u304C\u3001\u3053\u308C\u306F\u5168\u304F\u5225\u306E\u8A00\u8449\u3067\u3042\u308B\u3002 \uFF08\u300C\u30D0\u30A4\uFF08buy\uFF09\u300D\u305D\u306E\u3082\u306E\u304C\u7570\u306A\u308B\u305F\u3081\uFF09"@ja . . . .