Just a couple of comments. They are short, but not meant to be snippy, but
refer to some real issues (in shorthand).
On 14 Apr 99 at 5:43, John Constantine wrote:
> After getting down to the nitty gritty, "performance" is usually a
> backdoor methodology of dealing with people, not systems. As such,
> it is destructive.
That's one view. This is an ideology, and I'm not sure what "proof" could
demonstrate this as a universal truth except to quote some authority
figure.
> Management creates the system. Management controls the system.
> Results from the system are the responsibility of management. In
> this sense, driving blind is ignoring the signal in favor of the
> noise, looking for someone to blame after the numbers come in, and
> not knowing what else to do.
Conceptual problem not usually addressed in systems thought. Management
creates and controls the system. Employees are limited by the system. Who
creates the managers? Another system under control of other managers...and
on and on like one of them pieces of art.
If employees are not free agents because of the system, management is not
either. Systems thinking is important. However the logic is faulty if one
follows the chain.
Robert Bacal, author of PERFORMANCE MANAGEMENT,(McGraw-Hill). Details at
http://members.xoom.com/perform and http://members.xoom.com/cooperate.
"Performance management - about people and creating success"=
Join the Performance Management/Appraisal discussion group by sending an email to perfmgt-subscribe@egroups.com
Visit the Perf. Management/Appraisal Resource Center at http://members.xoom.com/perform/index.htm
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