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Total Management Framework and Performance Management TMFbased performance management has many benefits. The benefits include objectivegoal setting and assessment, promotion of professional and creative culture,establishment of improvement processes and above all it provides total clarity. TotalManagement Framework describes the complete organization dynamics whichnaturally is the base to understand, manage and improve performance. TMFviews performance as an end result of several interacting, factors that includecultural factors, strategic factors, environmental factors, structural factors,and operational factors. However this article covers performance managementbased on functional factors only with presumption that Management has alreadyunderstood effects of cultural factors, strategic factors, environmentalfactors, and structural factors and are perfectly in control of those factors. Inlater articles we shall deal with those factors in details separately. Eventhough, the operational choices that management makes for also affect thecultural, strategic factors and structural factors, those effects are notconsidered while writing this article. OperationalPerformance Management has following components: Selection of staff and executives Training and Deployment Goal setting and Communication Activities facilitation, coordination and guidance Performance recording and documentation Performance Assessment Correction and Improvement Measures. Weshall deal with these components in separate articles. In this article we shalldeal with Performance Assessment. A Model for Performance Appraisal based onTotal Management Framework can be downloaded from our website : http://managementscience.in/Employee%20Performance%20Appraisal.pdf Performanceassessment/ appraisals is one of the most important management interventions inthe organization, which does not receive due attention. A properly conductedperformance appraisal can help tremendously in growth of the organization. Itcan also cause tremendous damage if not handled properly. Objectives of Good Performance Assessment Exercise: TMFbased performance appraisal has the following objectives: To motivate the employees for achieving organization objectives. To guide employees to improve their performance To help organizations to identify development needs of the employees for better performance. To promote development of professional culture in the organization To provide objective criteria for decision on remuneration and promotions To help to Identify opportunities for improvements in the organization and work practices To help capture of knowledge and experience gained by the employees for Knowledge Management initiatives. Formeeting the above objectives, TMF based model uses Personal PerformanceFactors for assessment. The Appraisal Factors are divided in twocategories: Hygiene Performance Factors (HPF): Hygiene performance is achieving assigned business process goals, like production targets, sales targets which are within the established capacity of installed or assigned infrastructure and resources. Differentiating Contribution Factors.(DCF): Differentiating contribution is the contribution to the organization which more or different than the established capacity of the organizational processes Thehygiene performance factors are the ones which are elements in achievingbusiness process goals. These are further categorized into: The Achievement Process Factors (APF): The achievement process factors are the basic steps that an employee follows for executing an assigned task successfully The Differentiating Performance Factors (DPF): The differentiating performance factors are the qualitative aspect of the process of execution. Thedifferentiating contribution factors (DCF) cover the employee contributionsthat help the organizations to excel. Thedifferentiating contribution factors gain importance only when the employee isable to deliver results in hygiene factors. An employee delivering excellentperformance in differentiating contribution factors without delivering resultsin hygiene factors is not likely to be a desirable employee for the job. The Achievement Process Factors Thesefactors are the logical steps that lead to successful operation of businessprocesses. These are: 1. Initiative: Initiativeis taking the first step on the path to achieve the assigned objective. Anexecutive needs to take initiative to start the activities to achieve theassigned objectives. 2. Planning and communication Thereare always many tasks to be completed which demand time and resources. Alsoevery task affects several other employees, involves many resources, criticalinputs, and expenditure. Procurement of inputs, sharing of resources,scheduling of expenditure requires careful planning and communication of theplanned activities to ensure success. Planning to necessary details andselection of right people, right equipment and facilities with consciousefforts for efficient and effective achievement is necessary. 3. Resources mobilization: Issuinginstruction with necessary details to all concerned for release of inputs,tools and equipments, people, and various necessary services for the plannedaction and resolving any issues with the concerned is an important step forsuccessful accomplishment of the task. 5. Execution: Toexecute the planned tasks for the desired results is the ultimate objective ofany endeavor. This requires necessary technical knowledge and skills forexecution. This factor is concerned with qualitative and quantitative aspectsof the execution. This factor has more weightage for junior level positions. 6. Coordination & Follow up: Forsuccessful execution of any project continuous coordination with all involvedis necessary to resolve emerging issues, resource requirements, and conflicts.A successful executive always maintains precise coordination with all involved.However follow up does not mean pressurizing the responsible executives tocomply. It is restricted to bringing the requirement, its important andcriticality to the notice of the concerned executive. It also means timelynotification to the seniors of the likely noncompliance and its effects. 7. Results: Ifthe process steps detailed above are followed, positive results are sure toshow up. The results need to be analyzed for achievement of desired quality,cost and delivery requirements. Eachof the seven factors can be gauged based on operating evidence and formalcommunications with the concerned. The Differentiating Performance Factors Apartfrom the factors that are described above, there are other factors thatdifferentiate a super achiever from others. Presence of these factors or lackof these factors shows up in failures, conflicts and resolution of conflicts.These are: 1. Clarity of Objectives Developingclarity of objectives is the first step to success. Without clarity of theobjectives no meaningful progress is possible. 2. Clarity of Process to objectives Clearunderstanding of steps to be taken and operations to be carried out isprerequisite to success. 3. Clarity in instructions/ information Clarityin communication including instructions, and information given to all concernedis an important factor in good performance. 4. Persistence Undersituations when executives facing a situation that is beyond their control; notloosing the sight of the objective and keeping the efforts alive is a key tosuccess. 5. Creativity and problem solving Thereare always problems encountered in executing tasks, which may be technical,managerial, or even personal. Creativity is generating multiple solutions tosolve the problems. 6. Team Working Facilitatingharmonious relationship among the employees involved in a task is a must forsuccess. A successful team worker understands needs of fellow individuals andworks in a way that does not impede team activities. 7. Respect of Authority Everyexecutive has a role to play and responsibilities to fulfill. Organizationsauthorize executives according to their responsibilities and role. In order topromote professional culture and maintain harmonious relationships it isnecessary to honor responsibilities and authorities of every other executive.Overstepping on the authorities of others, even to achieve an assigned objective,is not desirable in the long term interest of the organization. Dependingon the nature of processes the relative importance of the differentiatingperformance factors varies. Differentiating Contribution Factors Thehygiene performance factors are important to consistently achieve the successin the tasks and responsibilities. There are also other contributions which anemployee makes to the organization which are important for growth and survivalof business and hence must be recognized and rewarded. These contributions are: 1. Cost Cutting / Waste reduction Thecost cutting or waste reduction can be achieved by saving of space, time,material, efforts, equipments, tools & implements, services and attention. 2. Quality Improvement Thiscovers the better compliance with the specified requirements in the process.And also improving the specifications in line with the customer's requirementsand competitors offerings (A good supplier captures the implied requirements ofthe customer and converts them into specifications.) 3. System Improvement Thiscovers improving organizational processes and procedures to achieve the desiredresults with savings of space, time, material, efforts, equipments, tools &implements, services and attention. 4. Subordinate Development Thiscovers initiatives to train and enable the subordinates to be effective intheir jobs and also prepare them to take up higher responsibilities. 5. Social/ General Contribution Anorganization is a part of society and initiatives and social serviceparticipation by the employees is in the interest of the organization in thelong term. Theappraisal conducted as per TMF based Model provides following unique advantagesto the organization: As it is basically objective there is little disagreement between appraiser and employee. Motivates and guides the employees to achieve the organization objectives. Provide clear guidelines to the employees for improving their performance It helps organization to identify development needs of the employees for better performance. It promotes professional achievement based culture in the organization It provides objective criteria for decision on remuneration It helps to Identify opportunities for improvements in the organization and work practices It helps to capture knowledge and experience gained by the employees TMFbased Performance appraisal system is more effective than TQM for anyorganization. You May download detailed model from the following link: http://managementscience.in/Employee%20Performance%20Appraisal.pdf

As you know nowadays there are opportunities aplenty, loyalty scarcity resulting in frequent job hoppings for monetary and other reasons. The grass is always greener elsewhere. 1. Some of them may have been planning to leave the company anyway and the awards did not make a difference. 2. And for some the award would have empowered them to demand higher pay/position outside. Anyway I was talking to a director of a publishing company and they are not keen to empower their sales people or make them very independent and neither are the overworked directors keen on getting an assistant.. because they are afraid these folks will get oversmart and leave the company or leak information to competitors. So sometimes (under the prevailing circumstances) it is not smart to award/empower/recognize the employees.

Secrets of Great Leaders

It is simply impossible to become a great leader without being a great communicator. I hope you noticed the previous sentence didn�t refer to being a great talker � big difference. The key to becoming a skillful communicator is rarely found in what has been taught in the world of academia. From our earliest days in the classroom we are trained to focus on annunciation, vocabulary, presence, delivery, grammar, syntax and the like. In other words, we are taught to focus on ourselves. While I don�t mean to belittle these things as they�re important to learn, it�s the more subtle elements of communication rarely taught in the classroom (the elements that focus on others), which leaders desperately need to learn. It is the ability to develop a keen external awareness that separates the truly great communicators from those who muddle through their interactions with others. In today�s column I�ll share a few of the communication traits, which if used consistently, will help you achieve better communication results.

I don�t believe it comes as any great surprise that most leaders spend the overwhelming majority of their time each day in some type of an interpersonal situation. I also don�t believe it comes as a great shock to find a large number of organizational problems occur as a result of poor communications. It is precisely this paradox that underscores the need for leaders to focus on becoming great communicators. Effective communication is an essential component of professional success whether it is at the interpersonal, intergroup, intragroup, organizational, or external level. While developing an understanding of great communication skills is easier than one might think, being able to appropriately draw upon said skills when the chips are down is not always as easy as one might hope for.

Skills acquired and/or knowledge gained are only valuable to the extent they can be practically applied when called for. It has been my experience that the number one thing great communicators have in common is that they possess a heightened sense of situational and contextual awareness. The best communicators are great listeners and observers. Great communicators are skilled a reading a person/group by sensing the moods, dynamics, attitudes, values and concerns of those being communicated with. Not only do they read they environment well, but they possess the uncanny ability to adapt their messaging to said environment without missing a beat. The message is not about the messenger; it has nothing to do with messenger; it is however 100% about meeting the needs and the expectations of those you�re communicating with.

So how do you know when your skills have matured to the point that you�ve become an excellent communicator? The answer is you�ll have reached the point where your interactions with others consistently use the following ten principles:

Speak not with a forked tongue: In most cases, people just won�t open up those they don�t trust. When people have a sense a leader is worthy of their trust they will invest time and take risks in ways they would not if their leader had a reputation built upon poor character or lack of integrity. While you can attempt to demand trust it rarely works. Trust is best created by earning it with right acting, thinking, and decisioning. Keep in mind that people will forgive many things where trust exists, but will rarely forgive anything where trust is absent.
Get personal: There is great truth in the axiom that states: �people don�t care how much you know until they know how much you care.� Classic business theory tells leaders to stay at arms length. I say stay at arms length if you want to remain in the dark receiving only highly sanitized versions of the truth. If you don�t develop meaningful relationships with people you�ll never know what�s really on their mind until it�s too late to do anything about it.
Get specific: Specificity is better than Ambiguity 11 times out of 10: Learn to communicate with clarity. Simple and concise is always better than complicated and confusing. Time has never been a more precious commodity than it is in today�s marketplace. It is critical you know how to cut to the chase and hit the high points, and that you expect the same from others. Without understanding the value of brevity and clarity it is unlikely that you�ll ever be afforded the opportunity to get to the granular level as people will tune you out long before you ever get there. Your goal is to weed out the superfluous and to make your words count.
Focus on the leave-behinds not the take-aways: The best communicators develop the ability to get the information they need while leaving the other party feeling as if they got more out of the conversation than you did. While you can accomplish this by being disingenuous, that is not the goal. When you truly focus more on contributing more than receiving you will have accomplished the goal. Even though this may seem counter-intuitive, by intensely focusing on the other party�s wants, needs & desires, you�ll learn far more than you ever would by focusing on your agenda.
Have an open mind: I�ve often said that the rigidity of a closed mind is the single greatest limiting factor of new opportunities. A leader takes their game to a whole new level the minute they willingly seek out those who hold dissenting opinions and opposing positions with the goal not of convincing them to change their minds, but with the goal of understanding what�s on their mind. I�m always amazed at how many people are truly fearful of opposing views, when what they should be is genuinely curious and interested. Open dialogs with those who confront you, challenge you, stretch you, and develop you. Remember that it�s not the opinion that matters, but rather the willingness to discuss it with an open mind and learn.
Shut-up and listen: Great leaders know when to dial it up, dial it down, and dial it off (mostly down and off). Simply broadcasting your message ad nauseum will not have the same result as engaging in meaningful conversation, but this assumes that you understand that the greatest form of discourse takes place within a conversation, and not a lecture or a monologue. When you reach that point in your life where the light bulb goes off, and you begin to understand that knowledge is not gained by flapping your lips, but by removing your ear wax, you have taken the first step to becoming a skilled communicator.
Replace ego with empathy: I have long advised leaders not to let their ego write checks that their talent can�t cash. When candor is communicated with empathy & caring and not the prideful arrogance of an over inflated ego good things begin to happen. Empathetic communicators display a level of authenticity and transparency that is not present with those who choose to communicate behind the carefully crafted facade propped-up by a very fragile ego. Understanding the this communication principle is what helps turn anger into respect and doubt into trust.
Read between the lines: Take a moment and reflect back on any great leader that comes to mind� you�ll find they are very adept at reading between the lines. They have the uncanny ability to understand what is not said, witnessed, or heard. Being a leader should not be viewed as a license to increase the volume of rhetoric. Rather astute leaders know that there is far more to be gained by surrendering the floor than by filibustering. In this age of instant communication, everyone seems to be in such a rush to communicate what�s on their mind that they fail to realize everything to be gained from the minds of others. Keep your eyes & ears open and your mouth shut and you�ll be amazed at how your level or organizational awareness is raised.
When you speak, know what you�re talking about: Develop a technical command over your subject matter. If you don�t possess subject matter expertise, few people will give you the time of day. Most successful people have little interest in listening to those individuals who cannot add value to a situation or topic, but force themselves into a conversation just to hear themselves speak. The fake it until you make it days have long sense passed, and for most people I know fast and slick equals not credible. You�ve all heard the saying �it�s not what you say, but how you say it that matters,� and while there is surely an element of truth in that statement, I�m here to tell you that it matters very much what you say. Good communicators address both the �what� and �how� aspects of messaging so they don�t fall prey to becoming the smooth talker who leaves people with the impression of form over substance.
Speak to groups as individuals: Leaders don�t always have the luxury of speaking to individuals in an intimate setting. Great communicators can tailor a message such that they can speak to 10 people in a conference room or 10,000 people in an auditorium and have them feel as if they were speaking directly to each one of them as an individual. Knowing how to work a room and establish credibility, trust, and rapport are keys to successful interactions.
Bonus � Be prepared to change the message if needed: Another component of communications strategy that is rarely discussed is how to prevent a message from going bad, and what to do when does. It�s called being prepared and developing a contingency plan. Again, you must keep in mind that for successful interactions to occur, your objective must be in alignment with those you are communicating with. If your expertise, empathy, clarity, etc. don�t have the desired effect, which by the way is very rare, you need to be able to make an impact by changing things up on the fly. Use great questions, humor, stories, analogies, relevant data, and where needed, bold statements to help connect and engender the confidence and trust that it takes for people to want to engage. While it is sometimes necessary to �Shock and Awe� this tactic should be reserved as a last resort.

Don�t assume someone is ready to have a particular conversation with you just because you�re ready to have the conversation with them. Spending time paving the way for a productive conversation is far better than coming off as the proverbial bull in a china shop. Furthermore, you cannot assume anyone knows where you�re coming from if you don�t tell them. I never ceased to be amazed at how many people assume everyone knows what they want to occur without ever finding it necessary to communicate their objective. If you fail to justify your message with knowledge, business logic, reason, empathy etc., you will find that said message will likely fall on deaf ears needing reinforcement or clarification afterward.

Bottom line � The leadership lesson here is whenever you have a message to communicate (either directly, or indirectly through a third party) make sure said message is true & correct, well reasoned, and substantiated by solid business logic that is specific, consistent, clear and accurate. Spending a little extra time on the front-end of the messaging curve will likely save you from considerable aggravation and brain damage on the back-end. Most importantly of all, keep in mind that communication is not about you, your opinions, your positions or your circumstances. It�s about helping others by meeting their needs, understanding their concerns, and adding value to their world. Do these things and you�ll drastically reduce the number of communications problems you�ll experience moving forward.

Thoughts?

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Dear All Can any one guide me as to what is good institute in the suburbs between Bandra- parle that conduct advanced MS offie training as well as Photopshop ? Need to do such a program soon Await your response Thanks Elroy

Hello Upasana, I am a trainer and not a HR professional, so you may delete this mail or reject my views outright. Training can never be a 'double edged sword' in the sense it has been stated, if the Management considers it an investment in individual development. Period. You wouldn't call it a conundrum, if it were such a simplistic mater that "you were not able to provide a working environment ....." or "if HR has not first irrigated the environment.....", particularly after such a laudable intervention you made. And here comes the last nail on the coffin....."it is not smart to award/empower/recognize the employees". A M E N. The reasons, you are looking for, would never show up till the basic assumption is right.� Are we sure that the turn over is a direct result of training & recognition?� Did we compare its rate - the rate of turnover - as obtaining before and after the intervention?� Have we checked and noted�the effect of the availability of the intervention in the Orgn in terms of how much did it contribute in attracting quality personnel?� Did we chart the productivity graph based on the contribution of trained manpower for whatever period they stayed, before we became morose?� Our friends -the ones we groomed - are populating the industry; is it an absolute shameful situation? Just some stray questions that cropped up in mind, I have put across. If you care to find answers to these, I am sure it would no longer remain a conundrum. Regards, Shyam 06 Apr 2012 -- SC Sen Consultant - Training & Design C-102, Shiv Krishna Vandan Apartments, KATOL ROAD, near Friends Colony, Opposite HP Petrol Pump, Nagpur 440013 Mobile:09767882475

http://www.rediff.com/getahead/slide-show/slide-show-1-achievers-the-amazing-suc\ cess-story-of-insead-dean-dr-dipak-jain/20120328.htm Having studied in a Hindi-medium school in Tezpur, Assam, the first time Dr Jain wrote in English was way after his school days. "Woj galti ho gayi and my name is spelt Dipak even today," the INSEAD dean quipped while talking at a function in Mumbai on Saturday. The function was organised by ReachIvy, an advisory company that helps students with admissions abroad. Although the event was meant to answer questions about MBA admissions outside India, Dr Jain made sure the lecture was full of beans with interesting anecdotes thrown in at every juncture. To illustrate the importance of dreaming in life, Jain recounted a story from his early days. Coming from a modest family in Assam, he could never afford to pay for his textbooks. He went to a school which had never had chairs -- students sat on the floor. "If you have a goal, work towards it. Since I could not afford textbooks, my teachers gave me books to read all night and make notes and return them next morning. That's how I studied," Dr Jain said. Dr Jain went on to do his BSc and MSc from Guwahati University. While studying, he also opted to teach at a local college. To his amazement, on the first day of his life as a professor he realised that while he was 22, the average age in his class was 26. "I was asked to teach business statistics and I didn't know what to teach in business. Statistics was a subject I knew as that was always my favourite." Dr Jain remarked. He then asked another professor of the college for help and this is the advice he got, "The shadow of a person is longest in the evening. Do not believe in the shadow as it is not the person. Whatever you do, do not fake. If you do not know an answer, tell the students you will get back to them but never pretend to know something. Over time, you will get used to the range of questions and will become better at answering them. "Those lines I remember everyday and that's what I tell youngsters even today. Be what you are; do not show you are someone else. Believe in yourself. If your admission application gets rejected, do not fret and fume. At the most you may lose a year or two but it is better to wait and get into a good b-school." Dr Jain studied his doctorate from the University of Texas at Dallas quite by accident. He had written a letter to a professor at University of California, Berkeley's Haas School of Business seeking advice on a PhD that he was planning to pursue in statistics. By the time the letter reached the school, the professor had moved elsewhere but the US postal department redirected the letter to the professor at his new address. "This professor then wrote back to me saying that he had changed his subject of research by then and had redirected my letter to another professor at University of Texas at Dallas." This other professor then wrote to Dr Jain a couple of months later that he should send him his TOEFL and GMAT scores in order to begin his PhD. "What were TOEFL and GMAT? I was hearing those words for the first time. When I came to know what they meant and how costly it was to go to US and do a PhD there, I wrote back saying that I could not afford it and declined the offer." Within months, Dr Jain got an 'admission accepted' letter from UT Dallas with a fully-paid programme. "This is what I mean. UT Dallas is not among the top colleges at all. But I took the offer and that led to better things. Believe that you can do better things and they happen." Travelling to the US was another ordeal since his family was short of money. The Rotary Club of Tezpur gave him Rs 5,000 and a friend helped with the airfare. "Back then the US dollar was worth Rs 9 and the airfare was Rs 16,000." That was Dr Jain's first flight ever, little knowing that years down the line he would be on the board of directors of United Airlines. Once at the school, Dr Jain started giving free mathematics tutorials to deserving candidates, a practise that he has preserved even today. "I got a lot from educators in my life. I wanted to give something back. And we must always do that in life," he advised the young in the lecture hall at Mumbai. Thereon, Dr Jain went on to teach at various institutes in the US, Europe and Asia. Prior to INSEAD, Dr Jain was dean at the JL Kellogg School of Management, Northwestern University. He took charge of Kellogg on September 11, 2001 and in front of his first ever group of students, hardly had he even begun his speech, when a person came up to him on the stage and whispered that an aircraft had crashed into the World Trade Centre in New York and it would be better to cut the orientation programme short before the students' mobiles start ringing. "Once students lose attention, it is difficult to get them back to listen, so I stopped. A rather inauspicious start to my career as dean," he remembered. Mishaps have a way of following Dr Jain. He was right in Phuket when the 2004 tsunami struck South and South-East Asia. Phuket had been a holiday presented to him by the then Thailand government for serving as Foreign Affairs Advisor and taking some crucial beneficial decisions for that government. "My wife and children had decided to visit the beach that morning. However, the absent-minded person that I am, I led my family to walk on a road that was going in a direction entirely opposite to the beach. When we realised that we had taken the wrong road, we turned back to see waves as huge as the Niagara Falls come crashing down before us." said Dr Jain on a serious note, contemplating what would have happened had they taken the right road that morning. After Kellogg, Dr Jain had decided to go to Harvard for a year but in the meantime he got offers from MIT's Sloan School of Management and later INSEAD. "The recruiting agency which was hunting for a dean for INSEAD asked me if I was interested. I believe that one must meet up with people only if you are interested in taking up the job, so I met them." There were a couple of questions from the audience on seeking admission to INSEAD and his one answer to them all was that students had to be a little different in what they show to the schools abroad. "If you have done something different in your life, mention it. Yes, academics are important and so is work experience. If you have worked for some years, you will do full justice to the programme." The dean said that India, like China, has too local a population and that did not go well with INSEAD's idea of diversity so for now, instead of opening an MBA campus, all that INSEAD would do in India is executive programmes. "Years later, people will remember you for what you are as a person, your performance will not be remembered. Make sure you become a colleague who will be remembered," he concluded.

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Secrets of Great Leaders