A Pragmatic Introduction to Middle Manager Fundamentals: Part 3 - Manager Performance Management

Anthony Dance

Description

Middle managers are solely responsible for the performance of their line managers. If a Line manager is under performing, it is the Middle manager's job to do something about it because there is nobody else to do it. Performance management is difficult enough for any manager but managing manager performance and at a distance, is exceptionally challenging.
The Manager Performance Management (MPM) process detailed in this short-book, will give Middle managers clear direction and practical processes to follow when managing the performance of; newly appointed Line managers, experienced Line managers and addressing Line manager underperformance. The Manager Performance Management (MPM) process outlined will also provide Middle managers with a professional process to follow, when having to formally address line manager poor performance issues.

Sujets

• Gestion et management
• Economics
• Business
• Management

Informations

• Publié par: eBookIt.com
• Date de parution: 28 mars 2018
• Nombre de lectures: 1
• EAN13: 9781456632465
• Langue: English
• Poids de l'ouvrage: 8 Mo

Extrait

MIDDLE MANAGER FUNDAMENTALS
 
The Definitive Guide to the Middle Manager Role and Managing Line Managers at a Distance
 
Part 3 . Manager Performance Management
 
Anthony Dance
Copyright 2017 Anthony Dance All rights reserved Published in eBook format by eBookIt.com
http://www.eBookIt.com
ISBN-13: 978-1-4566-3246-5
This book shall not, by way of trade or otherwise, be lent, re-sold, hired out, or otherwise circulated without the prior consent of the copyright holder and the publisher in any form of binding or cover other than that in which it is published and without a similar condition including this condition being imposed on the subsequent purchaser. The use of its contents in any other media is also subject to the same conditions.
 
 
 
 
 
 
 
 
 
 
 
Manager Performance Management
Using tools, techniques, and procedures
to manage, develop, correct, and reward
manager performance.
 
Contents
About Middle Manager Fundamentals, Part 3. Manager Performance Management
Case Study – New Manager Induction Objectives
About Middle Managers
The Different Types of Middle Managers
About the Middle Manager Fundamentals Series of Short Books
Chapter 1. Manager Performance Management in Practice
Appraisal Preparation
The Annual Appraisal
Identifying and  Setting Objectives
Objectives Planning
Reviewing Progress and Achievements
Appraisal Conclusion
Twelve Months Later
Chapter Summary
Chapter 2. The Manager Performance Management Tool Kit
Chapter 3. Managing Finances vs. Managing Manager Performance
The Financial Management Cycle
The Manager Performance Management Cycle
Chapter 4. Manager Performance Management Processes
The Annual Manager Performance Management Process
The New Manager Probation Process
The New Manager Probation Process
The Informal Performance Improvement Process (Informal PIP)
The Formal Performance Improvement Process (Formal PIP)
The Manager Performance Management Track
Chapter 5. Instilling a Culture of Self-Managed Manager Performance Management
Chapter 6. Summary and Continuous Learning
About Middle Manager Fundamentals Part 4. Management Development
About the Author
Other Short Books in the Middle Manager Fundamentals Series
Appendix 1 – Induction Objectives for a Newly Appointed Line Manager
Appendix 2 - Completed Performance Management Cycle from Case Study
Appendix 2 - Completed Performance Management Cycle from Case Study
Appendix 2 - Completed Performance Management Cycle from Case Study
Appendix 2 - Completed Performance Management Cycle from Case Study
Appendix 3 – Objectives Linked Objectives Planner from Case Study
Appendix 4 - Management Performance Management 1Liner
 
About Middle Manager Fundamentals, Part 3. Manager Performance Management
Manager Performance Management Using tools, techniques, and procedures to manage, develop, correct, and reward manager performance.
Middle managers are solely responsible for the performance of their line managers. If a line manager is underperforming, it is the middle manager’s job to do something about it because there is nobody else to do it. Performance management is difficult enough for any manager, but managing manager performance, and at a distance, is exceptionally challenging.
 
The Manager Performance Management (MPM) process detailed in this short book will give middle managers clear direction and practical processes to follow when managing the performance of newly appointed line managers and experienced line managers and addressing line managers’ underperformance. The Manager Performance Management (MPM) process outlined will also provide middle managers with a professional process to follow, when having to formally address line manager poor performance issues.
Case Study – New Manager Induction Objectives
The middle manager thought he had found the ideal candidate to head up an important business unit. The line manager he appointed had the right industry knowledge, the right people management experience, and said all the right things at his interview. Unfortunately, this new manager failed to live up to expectations.
During the first twelve weeks of his appointment, he had made little or no improvement in sales, service, or team productivity. There were also many complaints from team members about the new line manager’s reluctance to support them when the workload was high and that he spent too much time in his office. When this line manager’s probationary review came up, it was deemed that he had met the required standards and was consequently issued with a full contract of employment.
 
The reason why this new line manager successfully completed his probationary period was because the company’s probationary procedures focused on what a new manager had to learn during the probationary period and not what the manager had to achieve.
 
Achievement objectives will give a newly appointed line manager not only clear direction and focus, but (more importantly) it will also give the middle manager something more substantial to review during the probationary period and to assess when the probationary period comes to an end.
 
Setting newly appointed line managers achievement objectives as well as learning objectives are basic Manager Performance Management practices.
About Middle Managers
Middle Managers
Accountable to senior management,
Responsible for line management,
Indirectly responsible for employees
 
Middle managers are accountable to senior managers. They are responsible for the performance of line managers and indirectly responsible for employee productivity. Middle management is by far the most challenging role there is in management today.
 
Middle managers are accountable to senior managers for implementing and achieving company goals through the line management team, which is the biggest challenge for all middle managers to achieve. To be effective in the middle manager role, a manager requires many management skills, a huge number of leadership competences, and the requirement to possess many personal qualities to survive and thrive in the role. It is a very important job; the salary and benefits package that come with it substantiates this.
 
The Different Types of Middle Managers The Area Manager — the middle manager who is mobile and runs a group of static business units The Sales Manager — the middle manager who is static and manages a group of mobile territory managers The Field Manager — the middle manager who is mobile and manages a team of mobile team leaders The Office Manager — the middle manager who has his or her own business unit responsibility but is also responsible for other business units within a head office environment