Excellent Presentation Slides on MARKETING STRATEGY

A high-performance organization structure aligns resources appropriately around both core work processes and functions, and provides the proper balance between centralized and decentralized operations. It develops a flexible and responsive work system with the fewest possible organization levels. It also minimizes the number of internal boundaries among units, which reduces the effort that must be spent on coordination.

Redesign performance management system to make the process easier, if necessary. Some companies require managers to have career discussions with their employees at least twice a year, or to jointly create career development action plans once a year. Others incorporate manager ratings as career coaches on the performance review.

Hi Eric,

Some really nice presentations. Worth saving quite a few...Thanks!

Regards,

Review and discuss the performance appraisal you wrote and the individual's achievements list. This is the heart of the meeting. The manager and the individual review the performance appraisal the manager has written (and the self-appraisal if the individual has completed one).

Designing the course involves actually deciding on a plan of action, i.e. a lesson or session plan. This provides you with the orderly procedures for conducting or facilitating a session efficiently. It should not be long (two pages at the most) but should be complete and practical. It should be written or sectioned in a format that is helpful and meaningful to you, the trainer, and it should give you confidence— not only is it proof that you have prepared adequately, but it is your 'prop' if you need it.

Great slides indeed...

These slides will be very useful for every marketing managers.

An organization that makes a false positive error incurs three types of costs. The first type of costs are those incurred while the person is employed. These can be the result of production or profit losses, damaged public relations or company reputation, accidents due to ineptitude or negligence, absenteeism, etc. The second type of costs are those associated with training, transfer, or terminating the employee. Costs of replacing the employee, the third type of cost, include costs of recruiting, selecting, and training a replacement. Generally, the more important the job, the greater the costs of the selection error.

Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several rather than only one component of job performance.

Use of the forced distribution method is demonstrated by a manager who is told that he or she must rate subordinates according to the following distribution: 10 percent low; 20 percent below average; 40 percent average; 20 percent above average; and 10 percent high. In a group of 20 employees, two would have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category. The proportions of forced distribution can vary. For example, a supervisor could be required to place employees into top, middle, and bottom thirds of a distribution.

BARS - Behaviorally Anchored Rating Scales

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are defined by statements of effective and ineffective behaviors. They are said to be behaviorally anchored in that the scales represent a continuum of descriptive statements of behaviors ranging from least to most effective. An evaluator must indicate which behavior on each scale best describes an employee's performance.

BARS differ from other rating scales in that scale points are specifically defined behaviors. Also, BARS are constructed by the evaluators who will use them. There are four steps in the BARS construction process:

1. Listing of all the important dimensions of performance for a job or jobs
2. Collection of critical incidents of effective and ineffective behavior
3. Classification of effective and ineffective behaviors to appropriate performance dimensions
4. Assignment of numerical values to each behavior within each dimension (i.e., scaling of behavioral anchors)