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The third theme comprises six statements that were grouped to explore the attitudes of the respondents regarding the steps of MBO application relating to the organizational structure of the General Secretariat to the Cabinet. The results showed that there is clear agreement between the respondents about the application of the six steps in this theme. This means that there is a strong possibility of applying MBO in the General Secretariat. The researcher will detail these statements (steps) as follows:

1. “The management outlines regulations that organise work in departments, The regulations should include the main and sub-responsibilities for the management and employees and The management in collaboration with employees should identify any overlap of duties.” These steps achieved a high ranking, which could be attributed to the participants suffering from the problem of non-renewal regulations. It is may help them to identify problems such as a lack of suitable powers with responsibilities. It is also possible that this finding could be due to participants‟ awareness of the importance of these steps in the implementation of action plans and achieving goals. The results appear to stress these steps because of their role in contributing to the definition of management and employees‟ duties and responsibilities. The participants may also feel that

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the management, in collaboration with employees, should identify any overlap of duties which might facilitate improving their performance.

This result agrees with many studies. For example, Tehrani (1989) pointed out that the recognition of management and staff of their duties and responsibilities helps to increase the level of productivity and performance in achieving goals. Similarly, Krueger (2004) confirmed that a key element of MBO is the delegation of authority and power from managers to employees. Akrani (2010) and Hahn (2007) reported that MBO requires top management to provide clear, visible support, valuable advice and guidance to their employees, and to help them to understand their responsibilities in the workplace. In this way, MBO ensures effective communication between management and workers in order to achieve the objectives set. Hence, this can motivating both managers and employees as it enables them to see their roles more clearly. In this respect, Cook and Hunsaker (2001) agreed with the results, suggesting other steps that may help in the implementation of MBO, and citing the development of specific measurements such as a clear indication of the time period in which to achieve goals, and the need for clear delineation of responsibilities and duties at different organisational levels. From consideration of these steps, it can be seen that MBO might help to clarify their duties and responsibilities, and to identify problems such as a lack of suitable powers.

2. “The management in teamwork with employees should specify duties that might be delegated.” This step received the highest ranking of agreement. This result could be attributed to respondents suffering from a lack of participation between management levels and employees in specifying duties that might be delegated to the employees. Therefore, all the interviewees believe that MBO might assist them to recognise and solve this problem, especially by if management and employees work together as a team. This result also, perhaps, showed that the participants‟ view of teamwork would make it possible for all the individual efforts within a group to result in greater performance than the sum of individual inputs.

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This outcome has been confirmed by many researchers (Akrani, 2010; Robbins and DeCenzo, 2003; Hahn, 2007; Robbins, 2003; Koontz et al., 1980). They observed that employee participation leads to greater acceptance of performance goals and management decisions, as well as improvements in communication and understanding among both managers and subordinates. Akrani )2010 (has also argued that teamwork has emerged as a critical success factor in respect of many modern management philosophies, especially those concerned with quality improvement. Earlier, Drucker (1954) had recognised the value of teamwork, arguing for the value of people working together towards the same goal; he emphasised that teamwork implies balancing the efforts made towards achieving objectives, since efforts that are uneven or tend towards individual empire building will counteract organisational performance. Drucker and Maciariello (2004) also highlighted that MBO embodies a process that supports and facilitates teamwork, and Antoni (2005) reported the strong emphasis on teamwork required by MBO in his study of 176 employees; he concluded that MBO can be a powerful tool for developing group efficiency, productivity and job satisfaction. Thus, MBO might support to encourage the management to work as a team with employees in identifying their duties.

3. “The management provides opportunities for formal and informal communications and The management provides systems involving specific rules for submitting suggestion and complaints.” These steps also achieved a high ranking, possibly because of participants suffering from the problem of lack of communication between management and employees. It can be also explained by the awareness of participants that there are shortcomings in the provision of opportunities for communication. Furthermore, it could be due to the attention given by participants to the communication channels between management and staff that connect directly and indirectly, which would contribute to achieving the goals. Also, it is obvious from the results that the participants recognise the importance of employees‟ suggestions in improving the progress of work and achieving the goals.

This result agreed with many researchers who confirmed that MBO clarifies goals, improves communication, and leads to managers and employees interacting on a frequent basis (Sah, 2012; Al Hawari, 1999). This means that more interaction occurs

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between MBO stakeholders, and that opportunities are provided for the development of a culture of communication and dialogue, and improved relationship building. The benefit of improved communication between managers and subordinates was also highlighted by Tosi and Carroll (1968), who emphasised that one output of improved communication was the fact that individuals become aware of organisational goals, and hence, of what is expected of them, and over what periods of time. To conclude these steps, it can be supposed that MBO could facilitate the management and employees by concentrating on the human relations approach, and hence considering the personal goals of employees, as well as their relations with managers and colleagues at work.