EVALUATION OF MANAGEMENT PERFORMANCE IN ORGANIZATIONS
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EVALUATION OF MANAGEMENT PERFORMANCE IN ORGANIZATIONS
CHAPITRE ONE
1.1 BACKGROUND OF THE STUDY
People used to hunt and farm for food, make cloth, and build shelter. Some people are better at certain things than others. Some people excelled at creating clothes, while others excelled at farming. As a result, most people began to do the task that they were greatest at. Then they traded food, clothing, and other items they had made with their neighbours.
This was the age of barter. People began to travel far and wide to find what they wanted and exchange it for what they had as time passed. Business exists everywhere, but not in the same way in every country. commercial is a simple process where people are local farmers, but commercial activities are hard where other industries abound.
Coordination and leadership are inextricably linked since each has an impact on the other. Coordination cannot be achieved without competent leadership. They work together to ensure that all efforts are directed in the appropriate direction.
Some experts, such as Money and Reilly, see it as the fundamental organisational principle, but Koonzt and his Associates prefer to refer to it as the essence of Management and regard each of the Managerial functions as an exercise in coordination. Whatever the origins of a company, its functions must be effectively coordinated.
People cannot be coerced into cooperating. As a result, the proper environment for information exchange is required. Many disagreements can emerge between Management and the workers, and they must be smoothed out. If, in Fayol’s words, enspirit de corps can be obtained, problems can be more readily overcome.
They assessed subordinates’ contribution capabilities and limitations in order to determine their performance. The outcome will be the basis for promotion, suggestion for promotions, or dismissal. There is no other way to do this but to conceal, display positive and bad traits.
It goes without saying that performance evaluations are crucial for planning, coordination, policy creation, decision-making, and controls. Employees, on the other hand, are involved in coworker supervision and management, thus they are completely unaware of these people’s ratings.
Since formal management performance is employed for the majority of appointments. And because human resources employees are the organization’s most valuable asset, managers and supervisors must exercise extreme caution in doing so. This is because when a good employee discovers that he is being undervalued, it will undoubtedly damage his morale and attitude towards his job. As a result, productivity will suffer.
Robert Stolz, a management consultant believes and accurately declare that with a right sort of evaluation a true industrial demand is satisfied and personnel are carried out in organization for administrating, instructive and motivational objectives.
Formalised evaluation allows for the orderly and rational determination of promotions, salary increases, transfers, training needs, potential retrenchment, reassignment, and termination of appointment, among other things.
Against this backdrop, the researcher wishes to investigate the impact of Management Performance in an organisation; ANAMCO, ENUGU DISTRICT.
1.2 PROBLEMS IN CONNECTION WITH THE STUDY
Management is required for an organisation to fulfil its aims and objectives. Favouritism, nepotism, and inefficient workforce utilisation persist among the rank and file of government parastatals.
One key aspect in Nigeria’s progress stems from irresponsible distortions in our labour utilisation. Most of the time, there are square pegs in round holes in organisations; leadership is often ineffective because our manpower selection is subjective.
Political reasons, appointment, social connections, sycophancy, and even blood link are all used to select public officials. Despite an abundance of capable workers, mediocrity has taken hold. More specifically, we saw increasing frustration, eroding internal policies, and low productivity everywhere.
As a result, more than 75% of federal personnel waste time in offices when they visit. They see their workplace as a location where they may collect monthly salary and benefits without being conscientious.
This study intends to know whether the management and the supervisory staff are living up to their commitment.
1.3 OBJECTIVES OF THE STUDY:
The purpose of this study is to determine how the effects of Management Performance in an organisation may be assessed, particularly in the Enugu district.
To determine whether the current evaluation system has any association with overall performance, practises, viability, decisions, productivity and development, and attainment of corporate goals.
Identifying the issues that are working against management and supervisors in this task.
To determine whether management is using (MBO) successfully and efficiently.
Analyse the effects of inefficient formal appraisal on ANAMMCO ENUGU DISTRICT activities.
1.4 SIGNIFICANCE OF THE STUDY
: In many ways, this study is significant and timely. It would provide answers to questions about organisational management performance.
Many organisations that wish to stay in business place a high value on their employees and performance management. It will make managers and supervisors more alert and engaged in their evaluation and supervisory responsibilities. Employees stand to benefit from improved organisational performance.
Various authors have created theories on what should be the focus point of evaluation mechanisms, for doing so, and how to reasonably ascertain performance or otherwise over the years. Those in favour of evaluating performance with fury stated:
Assessment of potentials is never the same as performance in terms of impartiality and precision.
Even if it does not take the evaluator all the way, performance evaluation is a legitimate beginning point.
Only if a person does well in his current job may he expect to be promoted to a higher position.
However, proponents of potentials evaluation believe that: 1. Facts about performance can be easily separated from pay role and other records.
2. Job performance is not always a good indicator of suitability for positions of significant responsibility.
3. A guy with great talent may perform just mediocrely in a profession because he is completely bored with it.
Paul Mail supported an eight-evaluation process in their book “Improving Total Productivity,” which he divided into four categories:
i Performance evaluation based on work activity
ii Assessment based on behaviour and personality
iii Evaluation that is based on comparisons
iv Evaluation centred on outcomes
1.5 RESEARCH QUESTIONS 1
What is the purpose of evaluating managerial performance?
What impact does management evaluation have on organisations?
Can management performance evaluation be avoided, and what would be the consequences?
iii. Does it have the potential to reduce production efficiency?
iv. What are the advantages to an organisation?
1.6 LIMITATIONS/SCOPE OF THE STUDY:
This study’s topic matter is one that should have made it a national one. The topic is one that addresses managerial performance issues in organisations.
The study, on the other hand, is focused on evaluating managerial performance in an organization(s). The researcher is constrained to limit the study to ANAMCO ENUGU DISTRICT because of the researcher’s ANAMCO ENUGU perspective. The study’s shortcomings are related to transportation issues, distance, and workers’ uncooperative attitudes.
1.7 DEFINITION OF TERMS:
Evaluation
Effects
Management
Performance
Organisation
The aforementioned shall be defined in two categories: conceptual and operational definitions.
1. Conceptual definition of evaluation: to weigh or assess something.
Operational: To determine or state the quantity or amount of
2. Metaphorical: The impression of anything.
Operational: the outcome or result of an action. Efficacy. An impression made on a viewer or listener.
3. Conceptual: The act, art, or way of managing, guiding, or leading something, a business, or an individual. Operational: This is the way of planning, organising, coordinating, and directing human and material resources to achieve a certain goal.
4. Theoretical: Someone’s action is referred to as their performance. What someone did. Operational: An act, procedure, or way of doing or functioning.
5. Conceptual: This is the framework that allows people to collaborate in order to reach a common goal.
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