Tactics, command, leadership

must have the ability to independently handle a given situation
without continual guidance. How a situation is dealt with must be
based on general directives or instructions, through management
by objectives.
Management by objectives places stringent demands on super-
visors’ leadership abilities. Moreover, one should keep in mind
that the fundamentals of management, through both manage-
ment by objectives and management by details, are established
in everyday work. The form of management is affiliated with an
organisation’s culture. An organisation that is trained to deal with
various types of situations through management by objectives is
often easier to manage according to details when necessary (Zet-
terling, 1995).
Management by objectives entails that the person in charge
states what is to be done, what work should result in and often
which resources that are available for this. This provides freedom
of action for subordinates. Management by objectives does not,
however, exclude certain guidelines, restrictions or frameworks
that for various reasons must remain in place. Management by
details is the opposite of management by objectives, i.e. that one
specifies in relatively detailed terms how a task is to be conduc-
ted – which tools and methods are to be used, when and where
the task is to be conducted and even who is to conduct it. Indirect
control entails in a corresponding manner that work performance
and task execution is assessed based on work results – that one de-
livers that which is agreed upon. Direct control entails that work
is controlled and assessed based on actual work performance. Ma-
nagement by objectives and indirect control place demands for
higher competence or advanced and further training for all per-
sonnel, not the least for those in charge. The difference between
management by objectives and management by details rests to a
certain extent in when the details are provided in relation to the
task’s execution. Even in management by objectives, there can be
a high degree of detail, but the details are provided far in advance,
for example, through training and skills development. Moreover,
supervisors must make decisions and provide directives, instruc-
tions, assign tasks or distribute tasks, regardless of if one choo-
ses to lead through management by objectives or management
by details. To be successful with management by objectives, eve-
ryone who works in the management system must direct their
attention upward with the focus on the objectives and intentions