| The appraisal should measure performance in | | | | and that elements of luck or other factors beyond |
| accomplishing goals, plans and performance, in regards | | | | the manager's control are taken into account when |
| to corporate performance management. No one | | | | arriving at any appraisal. But, in too many cases, |
| wants a person in a managerial role who appears to | | | | managers who achieve results owing to sheer luck |
| do everything right as a manager but who cannot | | | | are promoted, and others, who do not achieve |
| turn in a good record of profit making, marketing, | | | | expected results because of factors beyond their |
| controllership or whatever the area of responsibility | | | | control, are blamed for failures. Thus, appraisal against |
| may be. Nor should anyone be satisfied to have a | | | | verifiable objectives is, by itself, insufficient. |
| performer in a managerial position who cannot | | | | The system of measuring performance against |
| operate effectively as a manager. | | | | pre-established objectives should be supplemented by |
| In assessing performance, systems of appraising | | | | an appraisal of a manager as a manager. Managers at |
| against verifiable preselected goals have | | | | any level also undertake nonmanagerial duties, and |
| extraordinary value. Given consistent, integrated and | | | | these cannot be overlooked. The primary purpose |
| understood planning designed to reach specific | | | | for which managers are hired and against which they |
| objectives, probably the best criteria of managerial | | | | should be measured, however, is their performance |
| performance relate to the ability to set goals | | | | as managers- that is, they should be appraised on |
| intelligently and to plan programs that will accomplish | | | | the basis of how well they understand and undertake |
| those goals and to succeed in achieving them. Those | | | | the managerial functions of planning, organizing, |
| who have operated under some variation of this | | | | staffing, leading and controlling. |
| system often claim that these criteria are inadequate | | | | |