This study discusses the fit between MBO (Management by Objectives) and the characteristics of work.

Along with a growing tendency of adopting merit pay system, many Japanese companies practice MBO as a performance evaluation system. According to an investigation in 2001, 59.5% (278 of 467 companies) of the companies adopting MBO. The proposes of the adoption were mainly concerned to set clear criteria for individual performance evaluation. Nevertheless, operation of MBO is not easy. The other investigation in 2000, showed that more than half of the companies adopting MBO considered that some or radical modification of the system was necessary. It seems that Japanese companies fail to operate MBO effectively.

To clarify the reasons of this failure, this paper gives attention to the fit between MBO and the characteristics of work. MBO may work effectively for some characteristics of work, but not for the other. Most effective way of MBO operation may depend on the characteristics of work.

The original questionnaire survey was carried out in one Japanese chemical company in 1999. In the survey the relationship between MBO operating conditions and following 6 characteristics of work are investigated; feasibility of planning (high vs. low), adequacy of supervisors' directions (high vs. low), work routinization (high vs. low), environmental change (large vs. small), individual-based work or team-based work, length of goal attainment (long vs. short). The result shows that MBO works effectively for these characteristics of the work; feasibility of planning is high, adequacy of supervisors' directions is high, work routinization is low, environmental change is large, individual-based work, length of goal attainment is long.

It is found that effective MBO operation depends on the characteristics of work. In practical situation, production department whose work characteristics are routine, less environmental change, team-based, and short period of goal attainment has difficulty in operating effective MBO. R&D department has the same kind of problems as their work characteristics are relatively difficult to plan and supervisors' directions are less useful. MBO works effectively within sales department as its work characteristics lay between two departments. This paper also implicates a contingency approach to MBO. It is necessary to consider MBO as a systematic package whose purpose and system fit to the characteristics of work.

The purpose of this study was to clarify the departmental general trends of the Management and Planning Office in healthcare institutions. In particular, we focused on; the department morphological overview, the business content, and the human resources involved, while compared to general companies. For this purpose, a systematic review was conducted in September 2020 using the literature databases, and finally 97 literatures were targeted.

First of all, Management and Planning Office were in the stages of being set up in healthcare institutions. Next, it was set up by about 4-6 people under the top management, or in the administrative organization depending on the establishment. In addition, it became clear that the work is mainly concentrated on special projects and institutional strategy. Last, those members are required to have medical knowledge and communication skills.