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| Sunday, June 20, 2004 |
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| Sunday, June 20, 2004 |
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Performance
Management and Appraisal Systems
In order to answer the ‘how’ part we must first understand the concept of performance management. According to Rao, performance management involves thinking through various facets of performance, identifying "critical dimensions" of performance, planning, reviewing, and developing and enhancing performance You’ll find chapters like Performance Analysis, Using Performance Management Systems Data for HR Decisions etc. very useful. The book’s well illustrated with examples. The language is lucid even when the jargon is unavoidable. No corporate manager worth his salt can ignore this tome. Corporate wars
Ghosh points out that strategy as an area of management is concerned with the general direction and long-term policy of a business house as distinct from short-term tactics and may be defined as its long term objectives and the general means by which it intends to achieve them. So what’s strategic management? According to the author, it’s the process by which an organisation formulates its objectives and manages to achieve them. Strategy is the means by which such objectives are achieved. Chapters like Strategic Choice, Strategic Control, Turnaround Management, Environment Audit etc are useful. Do it now
In an average worker’s life a stage comes when he begins to find the routine office or shopfloor work drudgery. The monotony begins to tell on his nerves. Consequently, a noticeable slackness in work begins to take toll of output. Procrastination can play havoc not only with an individual’s career but also with the working of an organisation. Even if one worker’s infected with this tendency, it can have negative impact on the morale of the entire workforce. Worse, it can prove fatal to achievement of targets. Different managers use different techniques to achieve their organisations’ goals. Some prefer to motivate workers by offering awards in the form of cash, kind or public commendation. Others provide incentives to those who achieve pre-defined targets. Some like to use get-tough attitude to browbeat subordinates into increasing their productivity. But how does one tackle procrastination? In this delightfully readable book Blanchard and Gottry tell you how the last-minute manager conquers procrastination. While reading it you’ll chortle, but reflect too. Happy reading. |
E
This is another book that
should interest management students and professionals alike. Today’s
marketplace resembles a battlefield wherein one must use the available
resources to create maximum impact. On the one hand, one must be able to
out-think rivals, and on the other, win over the affections of
customers. Thus, an optimum mix of brains and brawn is essential to
capture the market. Brawn here, of course, denotes resources –
tangible and intangible; and brains are needed to formulate strategies.
This is where the management’s role becomes vital. It must realise the
difference between battles and wars. Battle is a short-term affair where
tactics are used to achieve immediate success. War, on the other hand,
is a long-term phenomenon that can be won only by those who have a
clear-cut vision, a well thought out game plan and, above all, the
ability to enmesh short-term tactics with long-term strategy in order to
achieve pre-defined corporate goals.
St. Augustine of Hippo
remarks in his autobiographical work, Confessions, "Give me
chastity and continence, but not yet." These words exemplify
dilatoriness in a telling manner. It is human nature to put off things
that can be done immediately and become victim to sloth not just in
matters spiritual but also temporal.