A Japanese manufacturer that has expanded its business worldwide. The company has already opened a large number of overseas bases, but is planning to further expand overseas sales through M&A. Consequently, a program for global human resources development was implemented to swiftly bring along next-generation executives, who will be trained to follow through on the strategies of the overseas subsidiaries’ current management.

AMA consultant visits company A for further information. At first, the top management believed that they already had a MBO system. However, after holding a meeting with AMA, they realized that most of the sections in the company had not used the MBO system so far. They had their company vision, but each of the section and the employee did not have their objective. Naturally, the management did no realize what MBO is. For the start, the most important point was to make the management realize the importance of MBO. Therefore, a one day training session was held to study about MBO as well as how to create their vision, and also making sure of their way to communicate with subordinate.

Board members and department directors including CEO. 20 members in one session.

At the beginning of the one-day session, a breif instruction about MBO is done by the faculty. Mof the time spent in discussing about “What can MBO do for our company?”.

Attendants discuss about the relationship of “vision” and ”goal setting” as well as the function of management. After with certain knowledge, each attendant will set their own section goals and share it with others.

Role-playng excersize.
Role-play how to communicate the goals/objective they have settled to their subordinates.

Create an action plan.