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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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• Diligently use a written or computer-based system for tracking the tasks that you assign to your employees. The system you use for tracking assigned tasks doesn’t matter so much as the fact that you must use the system regularly. Managers successfully use a variety of systems to track delegated tasks, including daily planners, personal digital assistants, or project management software programs.
• Keep the lines of communication open. Open communication is critical when it comes to delegating tasks—it is the foundation on which managers and employees build trust. Make time for your employees when they come by to ask you for help and ensure they know that you want them to come to you when there is a problem. Avoid the temptation to punish employees when something goes wrong—this often has the unintended consequence of employees hiding problems until it is too late to easily fix them.
• Follow through on the agreements that you make with your employees. Delegation requires trust—trust on the manager’s part that an employee is going to perform an assigned task as agreed, and trust on the employee’s part that the manager will provide necessary authority and support. Just as you expect your employees to follow through on their agreements with you, you must also follow
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through on your agreements with them. Anything less will erode the trust that is essential to building a high-performing team.
• Reward performance that meets or exceeds your expectations, and counsel performance that falls below your expectations. When employees do what they are supposed to do, then reward them for it. If you fail to let your employees know when they fail to meet your expectations, chances are that they will continue to fail to meet your expectations. And remember the old saying: Praise in public and criticize privately.
-------------------------- POP QUIZ! ----------------------------------
Delegation is the number one way for managers to get things done in
their organizations. Reflect for a few moments on what you have
learned in this chapter; then ask yourself the following questions:
1. What things do you delegate to your employees?
2. What additional things should you delegate to your employees?
3. How do you go about getting feedback on the things that you delegate to your employees?
4. In what ways are employees held accountable for the tasks that you delegate to them?
5. In what ways do you support your employees after you delegate tasks to them?
CHAPTER 9
V
Monitoring Employee Performance
IT'S A NEW WORLD OUT THERE . . . Monitoring and . . .
How employee performance can be tracked and improved. Understanding what to measure (and how).
Important indicators of performance.
Necessary tools for monitoring employee performance. Understanding what to do with the results.
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145
IS YOUR ORGANIZATION PERFORMING?
It’s one thing to set goals—most managers know that this is an extremely important part of their jobs—but it’s another thing altogether to ensure that employees are making progress toward the successful completion of the goals they have been assigned. An organization’s overall performance depends on each individual who works within it, so monitoring employee performance is a critical skill for every manager today.
But measuring and monitoring the performance of individuals in your organization is a real balancing act: On one hand you don’t want to overmeasure or overmonitor your employees—detracting from their work. And, on the other hand, you don’t want to undermeasure or undermonitor your employees. A failure to monitor employee performance can lead to nasty surprises when a task is completed late, over budget, or not at all—nasty surprises that will do little to enhance your career.
As a manager, your primary goal in measuring and monitoring your employees’ performance should be to help your employees stay on schedule and find out whether they need additional support, not to punish them. But remember: Many employees are reluctant to admit they need help getting an assignment done. You’ll therefore need systems in place to obtain the feedback you’ll need on a regular basis.
IDENTIFYING KEY PERFORMANCE INDICATORS
Before you can check your employees’ progress, however, you’ve got to determine the key indicators of a goal’s success. By quantifying employee goals in precise numerical terms, your employees (and you) will
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be clear about how their performance will be measured and when their job performance is acceptable (or less than acceptable). Consider this example: If you define a key performance in terms of the quantity of funding applications processed per hour, your workers know exactly what you mean. The goal might be to process 25 applications per hour, with one mistake or less. Given that clear goal, your employees will quickly realize that processing only 15 applications per hour with five mistakes is unacceptable performance.
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