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THE INFLUENCE OF MANAGEMENT
AIMS AND SCOPE OF APPRAISAL
9 other sections not shown
ability achieve action activities agreed aimed analysis appear APPENDIX appraisal and counselling appraisal interview appraiser and appraisee approaches to appraisal appropriate areas assessment attitudes basic basis behaviour cent Completely confrontation constraints contribution current performance defined discussion end results ensure evidence expected experience extent factors feel formal frequently group behaviour Harry Somers Harvard Business Review Home Sales Director Hurn immediate superior improving performance increasing indicate individual managers individual's influence interaction job description job holder John Castle KEN WOOD learning Management by Objectives manager's job managerial measure ment needs objectives operating opportunities organization organizational participative management particular perceived performance appraisal planned potential practices problems production profit realistic relation relationships relevant requisite requisite organization responses role salary seminars senior manager significance situation skills social specific staff structure styles of managing successful suggest T-groups target-setting task techniques tion Trubor Tube Investments