The problem of course, is that for the vast majority of employees today, their sum total experience of performance management is an annual performance review or appraisal or evaluation or assessment. Performance management is the process of identifying, measuring, managing, and developing the performance of the human resources in an organization.
The key difference between the responsibility of top-level and middle-level management is strategic leadership. Top managers must set strategy, and then organize middle management to implement components of the strategy.
Top managers must know the capabilities of subordinates in order to properly delegate the right amount of work to middle management. Strategy Top management should mainly provide leadership to set company policy and strategy.
This is a more high-level form of management, where a leader is analogous to an admiral of a fleet of ships. The admiral determines the best plan to defeat a rival fleet is to position forces at a particular spot, but leaves details of how to navigate and what weapons to use to subordinates.
Lower-level managers can distinguish themselves by taking initiative and functioning effectively without constant supervision.
Focus Top managers should focus on long-term profitability and creating value, while middle managers should focus on operational excellence. The top managers should represent the interests of shareholders by steering the firm towards markets that provide the greatest return on investment.
Lower-level managers should focus on daily innovation to improve performance in the part of the organization for which they are responsible.
Top managers should organize lower-level managers into teams to tackle individual aspects of the overall strategy. The two groups need to communicate effectively to ensure the long-term plans are realistic, and that lower-level managers are challenged but fighting important, winnable battles.
Delegation A key difference in higher- and lower-level management is delegation. A top manager is most effective when strategy takes up the vast majority of his time. In order for this to happen, he must delegate decision-making on non-strategic issues.
Delegation requires trust in subordinates. A top leader must also understand what a middle- or lower-level manager is capable of doing. It helps to have experience at a lower level to know just how much capacity a subordinate should have. Warning While decision-making authority can be delegated, responsibility cannot.
A top-level manager should ultimately be held responsible for the performance of each division under her control. For example, when an accounting department produces financial statements, the chief executive officer must sign off that the results are accurate. If the Securities and Exchange Commission determines the statements were fraudulent, the CEO is responsible, even though a lower-level manager created the actual reports.The key difference between the responsibility of top-level and middle-level management is strategic leadership.
Top managers must set strategy, and then organize middle management to implement. The term large numbers is used in this article to distinguish between the management issues concerning interpersonal and small group relationships and those relating to large groups, departments.
Difference Between Human Resource Management and Personnel Management Many of us assume that Human Resource Management (HRM) and personnel management are similar terms and can be interchanged. But, the fact is, even though both these terms share some common grounds, they have some diverse aspects.
The Distinguish Between Personnel Management And Human Resource Management Essay. In the s and s, the business function which was responsible for people was called "The Personnel Department" (rutadeltambor.com, ). The recruitment process is an important part of human resource management (HRM).
You can clearly see the difference between the two. The focus of task-based analyses is the job duties required, while the focus of competency-based analyses is on how a person can apply their skills to perform the job.
The Recruitment Process by. 1.”The personnel function is concerned with the procurement, development, compensation, integration, and maintenance of the personnel of an organisation for the purpose of contributing toward the accomplishment of that organisation’s major goals or objectives. Therefore, personnel management is.