divisions were meeting their goals, and some were not. Goal congruence among the divisions was an increasing worry under the stretch methods, and top management hoped that MPS was the answer. When implemented, some divisions thrived inside the MPS budgeting technique. Mike Pelta, GM of Hermetic Seal was able to trim his budget down to not only meet top managements concerns, but also felt a 95-98% probability of success in attaining his goals. Cark Kalish, the manager at the Glasseal division was met…
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