Was Sherro good value ?
Question:
He would easily identify the key factors for success and work towards those.
Other less capable people would ensure that his ideas were sidelined.
So if Sherro's take on the key factors for success was correct, and usually it was, by definition the organisation was heading off in the wrong direction if his ideas were sidelined.
You could say that how Sherro and his ideas were treated by the organisation was a litmus test for how well the organisation was doing.
We didn't need any of the "performance management" garbage that came in later.
I noticed that "performance management" garbage made it easier to silence Sherro.
As our project was a very big one, have sometimes wondered if "performance management" had its origins in the morons in our organisation who originally sidelined Sherro in the mid-late '80's.
Answer:
Organizational goals are often established during strategic planning. Performance management translates these goals to results, which typically are described in terms of quantity, quality, timeliness or cost. Results are the primary products or services desired from the focus of the performance process. Examples are a percentage increase in sales, extent of impact on a certain community, etc.
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