![]() Financial Daily from THE HINDU group of publications Friday, Jan 06, 2006 |
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Opinion
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Management Columns - Offhand Rating the boss
IN every organisation, there is a regular procedure for the performance of each level of employees to be appraised by the next higher level with reference to a number of attributes required, enumerated in a standardised format. In corporates, for example, junior executives come under the scanner of their supervisors, the general manager's work is evaluated by the executive director, the ED's work by the managing director, and the latter's by the chairman. It is also laid down that the higher level should convey to its subordinates any adverse entries on the deficiencies noticed so as to give them an opportunity to correct themselves as also to ask for reconsideration of any entries which they feel are unfair. In the higher reaches of the government, the minister assesses the secretary and the prime minister shuffles or drops ministers based on his appraisal of their performance. But who is to rate the topmost boss and make him aware of shortcomings because of which the whole organisation may suffer in terms of morale, motivation, goodwill, productivity or profitability? Nobody dare tell the boss to his face or in writing about his defects and hope to continue in the job! The oft-repeated adage that it is lonely at the top captures the essence of the situation. Its meaning is not simply that when it comes to the crunch, it is the boss who takes the onus for the final decision and stands or falls by it. The boss is so insulated as to make it difficult for him to know where he stands in the estimation of those working under him. At least, as regards heads of government, the media or opinion polls give them an idea of their weaknesses. But heads of other types of organisations are left to judge themselves by observing the effects of their style or actions on the output of the different categories of personnel in the various departments, or on the nature of responses they get from those with whom they have dealings. For instance, consistent turning down by the banks of a firm's request for credit may indicate the low standing in which a particular head is held. Just as nowadays in educational institutions, teachers are assessed by students, the heads of organisations too could immensely benefit by obtaining periodical unsigned reports from their subordinates about how they are faring in their jobs on different counts.
B. S. Raghavan
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