手拉手图片情侣:帮忙翻译以下：CAN MANAGEMENT BY OBJECTIVES AND TOTAL QUALITY MANAGEMENT BE RECONCILED?

MBO and TQM
Management by objectives (MBO) goes back to 1954 when Peter Drucker proclaimed it as the management system of the future. It was credited with the flourishing of Western business in the 1950s and 1960s and seems common sense.
The tasks to be carried out are described.
They are associated with expected outcomes.
These are quantified, and time constraints and conditions are specified.
The people entrusted with carrying out the tasks are accountable for achieving these defined, measurable objectives.
The system is based on a hierarchical structure where the objectives and sub-objectives and sub-sub-objectives are passed `down' in a cascade, so that each employee is governed through a set of performance standards or work quotas. Reddin (1977) defines MBO as:
The establishment of effectiveness areas and effectiveness standards for managerial positions and the periodic conversion of these into measurable time-bounded objectives linked vertically and horizontally and with future planning.
Unfortunately, MBO often encourages quantity over quality, short-term over long-term success, controls over dynamic improvements and innovation, the emphasis on results rather than on the processes leading to them, individual accountability rather than scrutiny of the systems within which staff work, individual performance over team work, and inward orientation over customer orientation. Since all this is happening despite warnings from interpreters of MBO, the system appears to be somewhat conducive to these pitfalls.
Over the last couple of decades the success rate of MBO-led companies and organizations has become less than spectacular in comparison with a new management philosophy which established the relationship between quality and competitiveness and which has been used by Dr Edwards Deming and other consultants (Deming & Edwards, 1982a/b; Scherkenbach & William, 1987). It has, in particular, helped Japan to overtake the US economically. This philosophy is called total quality management (TQM).
TQM seeks continuous improvement in the quality of performance of all the processes, products and services of an organization. It emphasizes the understanding of variation, the importance of measurement, the role of the customer, and the involvement of employees at all levels of an organization in the pursuit of such improvement. An important feature of this philosophy is that management plays a key role and carries the responsibility for the bulk of mistakes, defects and waste.
When comparing modern texts of MBO and TQM, there seem to be no striking contradictions, rather shifts of emphasis. However, MBO is built on old ingrained attitudes, and some modem aspects are emphasized inadequately. Although MBO could claim flexibility at the time of its formation, it now appears rigid when contrasted with TQM. Table 1 contains a brief comparison of the two management systems.