TWC Consulting Group

Incompetent Management?

twccg — Sat, 24 Feb 2007 09:47:01 +0000

Our workforce is suffering from a problem of epidemic proportions: The vast majority of managers can’t manage their people and is incapable of understanding the relationship between people and organizations. If you don’t believe that we have a lot of unhappy workers, just listen what your people are actually saying. Employee satisfaction is at an all time low. Nobody trusts management. Despite all the lip-commitment of top management of the importance of people, nothing is done to ensure the organization has competent managers or satisfied people. In today’s organization it is crucial to have competent, loyal managers to provide the drive and leadership that moves the business forward.

To a substantial degree, substandard performance of employees is centered in four areas: Insufficient planning and control (37%), inadequate management (28%), poor working morale (15%), ineffective communications (8%) – all in effect attributable to untrained, if not incompetent, management.

All the above is rarely the fault of the individual manager, these guys work blind-folded in an adverse culture. Corporations have to discover a solid modern management culture.

Employee Performance Assessment? Beware !

twccg — Sat, 24 Feb 2007 09:45:08 +0000

Employee appraisal systems that are predominantly in use at organizations the world over are one of the most persistent management follies.
If one thinks of it logically – measuring performance once or twice a year in marathon sessions and base vital aspects such as pay, bonuses, promotion, and even dismissal decisions on that – it would show up as being completely ludicrous.
And to add insult to injury – these systems/methods/frameworks don’t even measure performance. They do not just fail to measure performance objectively or timely, they fail to measure performance - period.

What they do measure is compliance with some, more or less arbitrary, targets that were obsolete the moment they were dictated or agreed upon. Being in a ‘Balanced Scorecard’ environment with 360 degree assessment does not alter that fact in the slightest.
Once we now examine the list of decisions that are based upon these ‘performance assessments’ it becomes clear why these assessments form one of the prime reasons for employee dissatisfaction, and draw only thinly veiled sarcasm from most managers involved in their execution.

There is furthermore substantial empirical evidence that performance assessment in its current form is demonstrably harmful – therefore doing nothing would be better than continuing with the current practice.

Hello world!

twccg — Sat, 24 Feb 2007 08:00:44 +0000

We do invite comments to our methodology, philosophy, work practice etc.
But, what we really like to see developing on these pages is an open discussion on issues, methodology and realities of approaches in Managerial effectiveness, Performance Management, and Strategy Dynamics – quite apart from comments about ourselves.