3. Оценка работы персонала

Most organizations have some form of performance appraisal of their employees. The appraisals are usually carried out once a year. The manager makes an evaluation of the performance of the subordinate. This involves filling out a form or writing a report on the person concerned. After this, there is a meeting at which the two parties discuss the appraisal. A performance appraisal is, then, a judgment on how well a person is doing his/her work.

Appraisals help organizations to reward staff properly. They are useful when decisions have to be made about salary increases and bonuses. They are needed when managers are considering transferring or promoting staff. In these situations, they provide up-to-date information about an individual's performance, skills and career objectives.

An important purpose of appraisals is to give the subordinate feedback on how he/she is performing. The manager can talk to the subordinate about the strengths and weaknesses of his/her performance. Не/She can also discuss how the subordinate can learn to work more effectively. At appraisal interviews, subordinates can not only talk about their future, but also seek guidance from the manager. The interview may help them to think more realistically about their goals.

4. Виды кампаний и типы организаций

5. Принятие решений

Decision-making is a key management responsibility. If you are able to make timely, well-considered decisions, you can lead your team to well-deserved success.

There are 3 levels of decision-making:

• operational;

• intuitive;

• strategic.

Performing day-to-day operations, managers have to make decisions of the routine kind, which are based on judgement. As manager gains experience, it becomes easier for him to decide how to behave in certain situations.

In business it often happens to make intuitive decisions. Such ones are based on hunch or gut feeling, rather than rational thought.

Sometimes managers have to make strategic decisions that involve actions which will affect the future direction of the enterprise. Unfortunately, in practice, such decisions must be made quickly, with lack of important information.

To make an entirely rational decision (like which new products to develop), the manager has to collect facts and weigh up courses of action. The process of decision-making should include four phases.

The first phase is defining the problem. It is important not to mistake the symptoms of a problem and to find out what the real problem is. At this stage, the manager must take into account the rules and principles of the company, which are limiting the action of the decision-taker.

The second step is analysing and collecting information. It is the manager's job to collect as much useful information as possible. Good awareness of the situation can help to minimise risk.

Once the problem has been defined and the facts collected, the manager should work out options, available for solving it. This is necessary because there are usually several ways of solving a problem. But in special situations, the best solution can be to take no action at all.

The last phase in decision-making process is deciding on the best solution. Before making a decision, the manager must consider the advantages and disadvantages of each option. Perhaps he will compromise, using more than one option.