| Along with the market boundary steadily enlarged, and the specially increasing global economical trend, a lot of enterprises running on a large scale began to step into the multi-industry business. These enterprises constructed diversified branch companies or divisions one after another. The head of division served as one of the deputy for his parent company, and accordingly self run and managed his division. The parent company normally adopted the method Management by Objectives (MBO) to have the performance appraisal upon the head of division. However, the real effect by MBO differed in thousand ways, or was even failed finally. Based on elucidating the ideas and relevant theories of MBO, and by a real case of AT Corporation, this thesis analyses the main current existing issues and the relevant causes upon MBO performance appraisal to the head of division in multi-industry enterprise, and accordingly presents the special solutions and advices. Against the head of division's goals setting and disassembly, this thesis highlights, apart from complying with the SMART principle, the process of thorough two-way communications, setting the common goals by negotiation up and down, in order to enhance the possibility to attain the goals. Meanwhile, during the process to realize the goals the parent company should empower the head of division with the matched authorities of decision-making sufficiently in order to guarantee the division running in specialization. And finally the parent company should be always strictly steered by the objective's results to have the impersonal performance appraisal and timely incentives to the head of division. What discussed and studied in this thesis will be of a theoretical directive meaning to help the multi-industry enterprises have the right MBO performance appraisal upon the head of division in the future. |
