management series

MEASUREMENT IS CRITICAL TO YOUR SUCCESS: As we have seen, evaluation-related issues touch every area of a training manager’s job: needs assessment, program design, and performance appraisal. There are no formulas which will work in all circumstances, with every kind of audience, with varying levels of resources, with widely different types of programs, and with divergent sets of objectives. What evaluation research calls for is keen analysis and the ability to synthesize, mixed in with a little common sense. The questions you ask and the way you arrive at them will help you find the answers. Robert Bertschy sums it up nicely when he says “fundamentally, there’s no one thing that works. You keep searching for the answer, and find a better answer than before.” To a good training manager, a better set of answers is somewhere down the road; the fun part is devising a map to get there.

PROJECT MANAGEMENT CONSIDERATIONS: Considerations which might be included are the risks — strategic, technological, financial, productivity-related and personnel-related. What happens if the project is not done, and who is ultimately accountable? Problems can arise with the scope and objectives document if it is too general in nature and does not include enough specifics. It must be complete; it cannot only attack the surface of the problem. It should be easily readable; a project’s originator should never say that they did not have the time to read it. This includes avoiding being too technical, too verbose, or too esoteric. Finally, it may not remain in a consistent tone: Many recommend at the same time as mandating.

THE BONUSES OF PROMOTING YOUR ASSISTANT: One of the hidden bonuses of being a boss who has the reputation of promoting from within is the high quality of clerical help you can attract to your department. The enticement of a promotion into management will gain a constant stream of smooth transitions, quality writing, creative work, and a growing network of people who have worked with and for you within your organization. Instead of worrying “How will I replace my administrative assistant,” you know exactly how you will do it. Additionally, you will be able to orchestrate his or her replacement at a time most convenient for your organization’s timetable and your workload.

WHY DO MANAGERS BURN OUT? 1) “One day I suddenly realized I didn’t care if I won the latest battle with Personnel. I was just worn out after five years of fighting and hassling over every penny.” 2) “It’s a hopelessly devitalizing job — you’re constantly giving of yourself and seldom getting anything in return.” 3) “If my salary were increased by an infinite amount, I still wouldn’t be paid enough to deal with my frustrations and dislikes in my job.” These remarks of former managers highlight a serious problem of managerial “burnout.” Burnout leading to turnover rate is clearly not an encouraging factor for individuals who hope to build a career in the field of management, nor is it healthy for companies that must continually break in new managers.

DELEGATING RESPONSIBILITY: Too many managers waste both time and energy performing tasks an employee could perform just as well, thereby lowering productivity while raising operating costs. The answer to the problem is easy—delegation. However, many managers still limit their own effectiveness, create imbalances in the organization, waste their department’s time and energies, and fail to develop their subordinates by either ignoring or mismanaging the techniques of delegation.

FIVE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1) Lacking a complete understanding of the rules or not making them clear to others. 2) Ignoring the seriousness of an offense as well as any mitigating and aggravating circumstances. 3) Failing to get all relevant facts and acting on hearsay evidence. 4) Procrastinating in taking action against violations. 5) “Flying off the handle” or losing one’s temper.

THE CASE STUDY: The case study approach is a group discussion and participation technique, usually involving a small number of people. The purpose of the case is to evaluate a situation to determine what can be learned from it. Trainees are given a detailed description of a situation (real or simulated) to provide a common base for analysis, discussion and problem solving. Useful generalizations drawn from one situation can often be applied to other cases; participants are better prepared for the unanticipated issues that may arise on the job (after they have applied their learning in a test case). Since this approach requires detailed analysis and exploration of numerous avenues of information, it may take several weeks to complete.

WHY ARE PERFORMANCE APPRAISALS NECESSARY? Many times, managers do not take full advantage of performance appraisals simply because they are unaware of the appraisal’s overall role in management. It is important to understand why performance appraisals are necessary to job situations: All employees need periodic discussions with their supervisors to determine the effectiveness of their performance. In addition, appraisals help supervisors insure that their own goals are being met. Moreover, it is crucial for the evaluator to fully comprehend both the positive and negative effects of performance-appraisals. Discovering a step-by-step method to developing feasible performance appraisal strategies can help clarify appraisal situations for managers by adjusting their perspectives on the true importance of performance reviews. Only then can the appraisal be utilized effectively in problem-solving.

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