Reasons For File A Police Report Essay - 1510 Words

CHAPTER 1 INTRODUCTION 1.1 Introduction This chapter provides background of the study and presents the problem statement. It clarifies the research objectives, research questions, and describes the significance of the study. Organization of the remaining chapters is provided towards the end of this chapter. We focus on the modelling of police reporting processes in Malaysia. The fact that everybody knows, under the law, people have the right to lodge a police report. In the past, the police would actually dissuade people from filing a police report some times. One could not get their schedule as to when those times struck and so that made it difficult and frustrating. They will tell people it is not required or there is no point because they will not investigate or take any further action, or give people excuses to send people from station to station until people get so frustrated, or just flat out refuse to take down the complaint. There are many reasons to file a police report. Some of the most common reasons are to ease of finding and arresting a suspect in a crime, adding serial numbers to statewide databases to recover stolen property and tracking criminal activity in various areas to prevent future crimes. A police report should be filed in the city or jurisdiction where the crime occurred. They need to get the most accurate information possible to conduct a thorough investigation. Based on the literature review and an interview with police officer, we comeShow MoreRelatedImproving Current System Of Police Reporting1160 Words   |  5 Pagesimprove current system of police reporting in Malaysia which is the Police Reporting System (PRS) to ensure that the function of the PRS will definitely helped to record and transfer the report in a better and easier way. 5.5.1 Role As mentioned above, role is very important factor in police reporting in order to make the report, received statement from complainant, and most important thing is to transfer the report to another police officers. As a recommendation, police organization in MalaysiaRead MoreComputer Forensics Investigation: Case Project973 Words   |  4 PagesExperienced computer forensics workers work with police to verify and validate evidence for court cases. This part of the investigation must always be done with care and in a precise and professional manner as the evidence must be admissible and useful in the court of law. In this scenario I would follow the below procedures for the investigation and compilation of information. First, I would request a copy of the full police report in its current form. This report is vital to letting me know the necessaryRead MoreSexual Harassment And Assault Response Prevention1072 Words   |  5 PagesResponse Prevention (SHARP) Sexual Harassment and Assault Prevention (SHARP) is a going problem in the military and the world. The reason why SHARP is on the increase is that people are starting to report it. When SHARP first appeared in the many military people did not know how to report it. It is important that all soldiers and the civilians know the process how to report SHARP. According to the SHARP guide book Sexual Harassment is â€Å"Sexual Harassment is a form of sex discrimination that involves unwelcomeRead MoreThe Uniform Of Uniform Crime Reporting1189 Words   |  5 PagesStatistics, other periodic or special compilations (Soares, 2004). Older Uniform Crime Reporting publications (from 1930 to 1995) are available from the FBI’s CJIS Division as scanned Portable Document Format (PDF) files on compact discs (CDs) (Biderman, and Lynch, 1991). Return A Master File the number of Part I Offenses (murder and nonnegligent manslaughter, forcible rape, robbery, aggravated assault, burglary, larceny-theft, motor vehicle theft, and arson) and additional offense data (e.g., burglary:Read MoreRacial Profiling by Police Must Stop Essay1201 Words   |  5 Pages The great era of civil rights started in the 1960s, with Martin Luther King, Jr.s stirring I have a Dream speech at the historic march on Washington in August of 1963. 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After reading over the police reports and case information, I decided to make use of CCAP to see if the defendants had any more encounters with the law in other counties in Wisconsin. While some defendants did not have any record outside of Manitowoc, others had no record in ManitowocRead MoreEssay on Courtroom Tv974 Words   |  4 Pagesdaughter Caylee Anthony. Casey Anthony is accused of killing her daughter. Casey Anthony claims her two-year-old Caylee Anthony is missing On June 9, 2008 in Orange County, Florida. Anthony later tells police she dropped Caylee off at a babysitters apartment. The name that Casey had given to the police officers w as Zenaida Fernandez-Gonzalez. On June 16th 2008 was the last Caylee grandparents saw her alive. Casey didn’t give her parents any details about nothing. Later on in July of 2008 a post fromRead MoreEssay Jack the Ripper1209 Words   |  5 PagesAP English IV Book Report â€Å"Jack the Ripper† Jack the Ripper was a notorious serial killer, whom some believe never even existed at all. From August to November 1888, Jack the Ripper terrorized the East End of London by being responsible for the death and mutilation of at least seven female prostitutes. The destitute East End is also known as the White Chapel district of London, England. A few of the prostitutes were targeted as they were leaving brothels in and around the White Chapel

The Marketing Strategy Of Grupo Bimbo - 995 Words

Grupo Bimbo started introducing the Bimbo bread line into the U.S. market by providing the Mexican brand of bread to Mexican owned shops in mainly areas of the southern border regions of the U.S. that had large Latino populations, figuring that product familiarity with Latinos would establish a foothold in the U.S. This tactic fell short of the initial goal and a growth strategy was developed that would be different from what was in place at the time. They developed a growth strategy for entering the U.S. market for bakery products in hopes that it would be able to serve the market without the implications of exporting bakery products from its bakeries in Mexico. The decision to expand into the United States was defined by the attitude that Grupo Bimbo would become the predator in a market where smaller bakeries are routinely gobbled up by larger bakeries, considering the white bread market in the U.S. was losing ground to health-conscious consumers looking to purchase healthier prod ucts. We are always looking at opportunities to increase our presence in the Americas, where we are concentrating at the moment, said Daniel Servitje, Grupo Bimbo s president. We are open to looking into ways to strengthen our position in the United States (Gori, 2000). While he acknowledged that the United States market is far different, Mr. Servitje said his company has strong brand recognition among Hispanic consumers. An estimated twenty million Mexicans andShow MoreRelatedMy Life1439 Words   |  6 PagesGrupo BimBo To paraphrase Gehmawat, the world is not flat it’s semi-globalized, In order to understand the global environement where Grupo Bimbo intervene, a CAGE analysis based on the framework developed by Ghemawat will be performed at a country level (Mexico – USA Mexico – China) and also at a food industry level. Armed with this analyisis we will check the relevance of each of the AAA strategy (Ghemawat, redefining global value), the recommended strategy will be then submitted to the 4I’sRead MoreBusiness Analysis : Bimbo Bakeries Usa2109 Words   |  9 PagesBimbo Bakeries USA, headquartered in Horsham, Pennsylvania is the United States affiliate of Grupo Industrial Bimbo, founded in Mexico City, Mexico. Though Grupo Bimbo is now a multinational corporation, it began as a single family-owned bakery in Mexico City called â€Å"El Molino†. Lorenzo Servitje Sendra worked with his father in the family bakery throughout his childhood, but when his father died in 1936 he had to take over. Lorenzo was educated and ambitious, and together with three of his familyRead MoreA Brief Note On Grupo Industrial Bimbo ( Bimbo )2631 Words   |  11 PagesExecutive Summary Grupo Industrial Bimbo (Bimbo) has been successful as a baking company for the past several years. With their focus on remaining positioned as just a â€Å"baking company,† they have acquired and partnered with several different companies to defragment the industry and expand their product lines and capabilities. This paper will explore the current successful strategies that Bimbo is utilizing, the threats that Bimbo is facing, and finally give some recommendations on moving forwardRead MoreReflection on Impact of Emerging Markets on Marketing: Rethinking Existing Perspectives and Practices1858 Words   |  8 Pagestheory and the practice of marketing. The reason is very simple; marketing is a discipline that was developed in the concept of industrialized (developed) markets meaning that most of the marketing tools are designed to work specifically in industrialized markets (Sheth, 2011). Therefore, adapting most of what is known about marketing is necessary to succeed in ne w markets and new marketing research approaches need to be taken. The article Impact of Emerging Markets on Marketing: Rethinking Existing PerspectivesRead MoreThe Sustainable Century By Design Or Disaster9705 Words   |  39 Pages The Sustainable Century by Design or Disaster Priorities, Strategies, Tactics Musings for More Better Corporate Sustainability in a Global Economyi Copyright @ 2015 by Marc de Sousa-Shields All rights reserved. In accordance with the US Copy Right Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of Marc de Sousa Shields and or the publisher constitutions unlawful piracy and theft of the author’s intellectual property. If you wouldRead MoreThe Sustainable Century By Design Or Disaster9705 Words   |  39 Pages The Sustainable Century by Design or Disaster Priorities, Strategies, Tactics Musings for More Better Corporate Sustainability in a Global Economyi Copyright @ 2015 by Marc de Sousa-Shields All rights reserved. In accordance with the US Copy Right Act of 1976, the scanning, uploading, and electronic sharing of any part of this book without the permission of Marc de Sousa Shields and or the publisher constitutions unlawful piracy and theft of the author’s intellectual property. If you would

Performance Apprisal Management-Assignment Free Essays

string(36) " the competencies are managed well\." Performance Apprisal Management-Assignment Q 1: How do goals , objectives and competencies help in an effective Performance Management System ? Performance Management System : Performance management System are set up to provide feedback to employees on how effectively they are performing in their jobs. Such programs normally include a set of goals or objectives the employee must accomplish within the review period as well as the standards or criteria for determining whether the defined goals have been accomplished. Effective performance management include the following features: * Linking individual goals to the corporate and work unit business plans and goals; * Focusing on results, behaviors (competencies) as well as process improvement; * Regular reviews and updating of performance plans to address changing demands; * Training for both managers and employees on how to effectively give and receive feedback, including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles; * Training for managers on how to provide performance evaluations that are valid, fair and unbiased. We will write a custom essay sample on Performance Apprisal Management-Assignment or any similar topic only for you Order Now Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on â€Å"what† they have accomplished like performance goals, but also â€Å"how† the work was performed, using competencies for providing feedback. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies. Multi-source feedback, while not an HR application per se, is a method that is often used in performance management to assess and provide employees with feedback on â€Å"how† they performed their work . GOAL : # The aim is to focus people on doing the right things in order to achieve a shared understanding of performance requirements throughout the organization. # Integration is achieved by ensuring that everyone is aware of corporate, functional and team goals and that the objectives they agree for themselves are consistent with those goals and will contribute in specified ways to their achievement. How do GOALs help in an effective Performance Management System : Corporate strategic goals provide the starting point for business and departmental goals, followed by agreement on performance and development, leading to the drawing up of plans between individuals and managers, with continuous monitoring and feedback supported by formal reviews. If we define the relation between the performance Management System and goals of the organizations then we get- # A performance management system is â€Å"the process through which companies ensure that employees are working towards organizational goals. # It includes more than just a performance appraisal. The performance management system is also composed of â€Å"strategic plans, manager accountability, pay, promotion, training/development, and discipline. † Most organizations have some type of formal or informal performance reviews, but a performance management system attempts to provide the overarching structure for planning and analysis of activities for each individual, in the context of the organizational whole. Through continual assessment, the system ensures that successes are recognized and problems are addressed early. Better planning at the beginning of the year, including setting realistic goals for each employee, ensures measurable positive successes for the library and its staff, aligned with the larger organizational goals. When an organization has not developed a performance management system, lack of clarity in setting and developing staff goals, lack of alignment between organizational goals and employee goals, lack of communication on priorities , all can be avoided through the effective implementation of a performance management system. Everyone in the organization is clearly aware about the common organizational goals and objectives. Once the goals are clearly defined, everyone works for the growth of the organization. OBJECTIVE : # Something which has to be accomplished. # They define what organizations, functions, departments, teams and individuals are expected to achieve. How do OBJECTIVEs helps an effective Performance Management System : Objectives are performance standards. They are used when it is not possible to set time-based targets, or when there is a continuing objective which does not change significantly from one review period to the next and is a standing feature of the job. These should be spelled out in quantitative terms if possible, for example, speed of response to requests or meeting defined standards of accuracy. Objectives describe something to be accomplished by individuals, departments and organisations over a period of time. They can be expressed as targets to be met such as sales and tasks to be completed by specified dates. They can be work-related, referring to the results to be attained, or personal, taking the form of developmental objectives for individuals. Objectives need to be defined and agreed. They will relate to the overall purpose of the job and define performance areas – all the aspects of the job that contribute to achieving its overall purpose. If we define the relation between the performance Management System and objectives of the organizations then we get- A structured and documented process encourages objective evaluation and fair treatment # Business objectives need to be linked to team and individual accountabilities. To measure the Performance Management system objectives are define as Individual output measures. like- * Achievement of objectives Achievement against agreed standards of performance, which might be descriptions of excellent, good, satisfactory or poor performance. * Behavior, measuring the extent to which individuals exhibit behaviors associated with performance such as respect for others, trust etc. * Specific instances of performance for example commendations for specific pieces of work. COMPETENCE : # Refers to the behavioral requiremen ts of a role to carry out the work satisfactorily. # What people bring to work in the form of different types and levels of behavior. Examples can be: job and professional knowledge, communication, teamwork, productivity, management etc. Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable patterns of skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Every organization has some competencies around which their business operations revolve. An efficient and effective employee performance measurement solution ensures that the competencies are managed well. You read "Performance Apprisal Management-Assignment" in category "Papers" Supervisors must manage employee performance well in order for agencies to accomplish their missions and achieve their goals. Consequently, performance management is one the most important parts of a supervisor’s or team leader’s job. Developing skills in performance management is a wise investment for agencies—an investment that will help them achieve their strategic goals. Performance Management Processes and Related Competencies-Managing employee performance includes: * planning work and setting expectations, * monitoring and measuring performance, developing the capacity to perform, * periodically rating performance in a summary fashion, and * recognizing and rewarding good performance. How do COMPETENCIEs helps an effective Performance Management System : Performance management competencies that all supervisors (and team leaders) should develop and demonstrate include: * Communicating. Establishing and maintaining effective communications with each employee not only requires good oral and written communication skills, but it also includes the ability to establish good working relationships. To communicate effectively with employees, supervisors must establish an environment that promotes an open door atmosphere, the sharing of ideas, and employee involvement in decision making processes. * * Setting Goals. Setting long- and short-term goals with employees gives focus to employee efforts. When goal setting is done correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. * * Measuring Employee Performance. Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. * * Giving Feedback. Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they have observed as close to the event as possible. * * Coaching and Developing. Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignments, job enrichment, self-study, or work details. * Recognizing. Effectively recognizing employees is another performance management competency. Being able to genuinely acknowledge a job well done is critical for strengthening employees’ commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank and voicing verbal appreciation in staff meetings. Developing Compet encies- Agencies will benefit in many ways if they invest in developing performance management competencies in their supervisors and team leaders. These competencies should form the basis for their training and development to ensure that the Federal Government can carry out its mission in the 21st century. (You will note that most of these competencies are reflected in OPM’s Executive Core Qualifications for the Senior Executive Service. ) Because good supervision and leadership require effective performance management, we will focus this series of articles on the performance management competencies we have outlined here. The next article in this series will highlight communication skills. Q 2:Identify at least 3 general or core competencies for each (3) levels of management. Explain each competencies in details . There are lots of competencies. The 3 general or core competencies for each (3) levels of management are given bellow – Core Competencies of top-level management : Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. (1) Intellectual Competencies : Planning and causal thinking :refer to implications, consequence, alternatives or if-then relationship analyzes causal relationships. It makes strategies and plan steps to reach a goal. Diagnostic Information seeking : Pushes for concrete information in an ambiguous situation seeks information from multiple sources to clarify a situation which uses question to identify the specific of a problem or other situations. Conceptualizations and synthetic thinking :Understand about how different parts , needs or functions of the organization fit together. Identities partners and interprets a series of event. Identities the most important issues in a complex situation. Uses unusual analogies to understand and explain the essence of a situation. Leadership skill– role-playing, decision simulation and job rotation are the training methods used to nourish leadership skill in employees, as the top management will be able to pick up this skill through working on different roles and models. 2) Influence Competencies : Concern for Influence (The need for power) : which refers to persuade people, anticipate the impact of actions on the people. Directive influence (Personalized power )-face up to people directly when problems occur. Collaborative Influence (socialized power)-Operate effectively with groups to influence outcomes and get operations. Builds â€Å"ownership† of controversy decisions am ong key sub-ordinates by involving them in decision making . Symbolic Influence : Personal example for an intended impact uses symbols of group identity. (3) Others : Self Confidence-refer self as prime mover, leader or organizations or the organizations mentions being stimulated by crisis and other difficult problems. Self as the most capable person for getting the job done. # Core Competencies of Middle-level management : Middle managers can motivate and assist first-line managers to achieve business objectives. They may also communicate upward, by offering suggestions and feedback to top managers. Because they are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Some core competencies of middle level managers are given bellow : (1)  Ã‚   Thinking about the organization : Strategic Vision-evaluate the internal and external business environment to develop a long-term vision and strategy for the unit/organization. Analysis and Problem-Solving -effectively examine events, issues, and problems, and generate optimal solutions in a timely manner. Business and Financial Penetration -demonstrate a good understanding of company’s business model and markets as well as good commercial and financial acumen. Ability characteristics– job rotation, job enrichment, decision simulation, practical training and teaching training . Motivational characteristics– the help of sensitive training, brain-storming, and case studies. (2) Deliver Result : Manages Execution -ensure achievement of business goals aligned with the operational roadmap and standards through managing execution of business plan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer Focus- foster a customer-focused environment   delivering exceptional service and anticipating future   customer needs. Leads for Performance -demonstrate and foster a sense of urgency and strong commitment to achieving goals. Drives Change and Innovation- champion new ideas and initiatives and create an environment that supports change and innovation. (3) Energize People : (Strengthen) Communication- communicate with impact, and create an environment in which people communicate honestly and openly   Ã‚   Engages and Inspires -inspire commitment and energy and a desire to excel and bring one’s best contribution to the organizational mission and goals. Develops Human Capital- ensure or contribute to the availability and development of the talent needed to meet current and future organization goals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Interpersonal skill  or Cultivates Relationships and Networks-develop and leverage effective network and relationships with others inside and outside of the organization. to use role-playing method to foster interpersonal skill in employees. Also, job-rotation and group discussion are often used on this dimension. Fosters Teamwork and Cooperation- promote a sense of collaboration and work effectively across the organization to achieve goals. Conceptual skill– to use on-the-job training to develop conceptual skill in employees. Conversely, decision simulation and role-playing are also instrumental in developing conceptual skill in middle-level managers. # Core competencies of first –level manager or, first –line manager :(Supervisor) First-line managers are responsible for the daily management of line workers—the employees who actually produce the product or offer the service. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis. There are many competencies of the managers which are given bellow : ( 1) Act as a role model : Adapts and Learns-work effectively in the face of ambiguity, shifting priorities, and rapid change while actively developing one’s skills and capabilities. Continuous learning – Builds Trust and Confidence- consistently act and communicate in ways that model organization’s   values and demonstrate fairness, objectivity, integrity, responsibility and transparency. 2) Personality characteristics– to use role-playing, sensitiveness training and case studies to forward employees’ focus on this element. Honesty and Integrity –truthfulness, honor rest two level managers. (3) Flexibility : flexible for their working time as well as the ready for outside of the schedule time. Flexibility is the ability to adapt to and work with a variety of situations, individuals and groups. It i s about being able to think on your feet, and not being disconcerted or stopped by the unexpected. Communication- Quality result orientation- Team work- These are also very important core competencies of first level management . How to cite Performance Apprisal Management-Assignment, Papers Performance Apprisal Management-Assignment Free Essays string(36) " the competencies are managed well\." Performance Apprisal Management-Assignment Q 1: How do goals , objectives and competencies help in an effective Performance Management System ? Performance Management System : Performance management System are set up to provide feedback to employees on how effectively they are performing in their jobs. Such programs normally include a set of goals or objectives the employee must accomplish within the review period as well as the standards or criteria for determining whether the defined goals have been accomplished. Effective performance management include the following features: * Linking individual goals to the corporate and work unit business plans and goals; * Focusing on results, behaviors (competencies) as well as process improvement; * Regular reviews and updating of performance plans to address changing demands; * Training for both managers and employees on how to effectively give and receive feedback, including providing feedback to employees who experience challenges in performing to the standards required in their jobs / roles; * Training for managers on how to provide performance evaluations that are valid, fair and unbiased. We will write a custom essay sample on Performance Apprisal Management-Assignment or any similar topic only for you Order Now Performance management is about achieving results in a manner that is consistent with organizational expectations. Integrating competencies within the performance management process supports the provision of feedback to employees not only on â€Å"what† they have accomplished like performance goals, but also â€Å"how† the work was performed, using competencies for providing feedback. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies. Multi-source feedback, while not an HR application per se, is a method that is often used in performance management to assess and provide employees with feedback on â€Å"how† they performed their work . GOAL : # The aim is to focus people on doing the right things in order to achieve a shared understanding of performance requirements throughout the organization. # Integration is achieved by ensuring that everyone is aware of corporate, functional and team goals and that the objectives they agree for themselves are consistent with those goals and will contribute in specified ways to their achievement. How do GOALs help in an effective Performance Management System : Corporate strategic goals provide the starting point for business and departmental goals, followed by agreement on performance and development, leading to the drawing up of plans between individuals and managers, with continuous monitoring and feedback supported by formal reviews. If we define the relation between the performance Management System and goals of the organizations then we get- # A performance management system is â€Å"the process through which companies ensure that employees are working towards organizational goals. # It includes more than just a performance appraisal. The performance management system is also composed of â€Å"strategic plans, manager accountability, pay, promotion, training/development, and discipline. † Most organizations have some type of formal or informal performance reviews, but a performance management system attempts to provide the overarching structure for planning and analysis of activities for each individual, in the context of the organizational whole. Through continual assessment, the system ensures that successes are recognized and problems are addressed early. Better planning at the beginning of the year, including setting realistic goals for each employee, ensures measurable positive successes for the library and its staff, aligned with the larger organizational goals. When an organization has not developed a performance management system, lack of clarity in setting and developing staff goals, lack of alignment between organizational goals and employee goals, lack of communication on priorities , all can be avoided through the effective implementation of a performance management system. Everyone in the organization is clearly aware about the common organizational goals and objectives. Once the goals are clearly defined, everyone works for the growth of the organization. OBJECTIVE : # Something which has to be accomplished. # They define what organizations, functions, departments, teams and individuals are expected to achieve. How do OBJECTIVEs helps an effective Performance Management System : Objectives are performance standards. They are used when it is not possible to set time-based targets, or when there is a continuing objective which does not change significantly from one review period to the next and is a standing feature of the job. These should be spelled out in quantitative terms if possible, for example, speed of response to requests or meeting defined standards of accuracy. Objectives describe something to be accomplished by individuals, departments and organisations over a period of time. They can be expressed as targets to be met such as sales and tasks to be completed by specified dates. They can be work-related, referring to the results to be attained, or personal, taking the form of developmental objectives for individuals. Objectives need to be defined and agreed. They will relate to the overall purpose of the job and define performance areas – all the aspects of the job that contribute to achieving its overall purpose. If we define the relation between the performance Management System and objectives of the organizations then we get- A structured and documented process encourages objective evaluation and fair treatment # Business objectives need to be linked to team and individual accountabilities. To measure the Performance Management system objectives are define as Individual output measures. like- * Achievement of objectives Achievement against agreed standards of performance, which might be descriptions of excellent, good, satisfactory or poor performance. * Behavior, measuring the extent to which individuals exhibit behaviors associated with performance such as respect for others, trust etc. * Specific instances of performance for example commendations for specific pieces of work. COMPETENCE : # Refers to the behavioral requiremen ts of a role to carry out the work satisfactorily. # What people bring to work in the form of different types and levels of behavior. Examples can be: job and professional knowledge, communication, teamwork, productivity, management etc. Practicing good performance management requires proficiency in certain competencies. Competencies are observable, measurable patterns of skills, knowledge, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Every organization has some competencies around which their business operations revolve. An efficient and effective employee performance measurement solution ensures that the competencies are managed well. You read "Performance Apprisal Management-Assignment" in category "Papers" Supervisors must manage employee performance well in order for agencies to accomplish their missions and achieve their goals. Consequently, performance management is one the most important parts of a supervisor’s or team leader’s job. Developing skills in performance management is a wise investment for agencies—an investment that will help them achieve their strategic goals. Performance Management Processes and Related Competencies-Managing employee performance includes: * planning work and setting expectations, * monitoring and measuring performance, developing the capacity to perform, * periodically rating performance in a summary fashion, and * recognizing and rewarding good performance. How do COMPETENCIEs helps an effective Performance Management System : Performance management competencies that all supervisors (and team leaders) should develop and demonstrate include: * Communicating. Establishing and maintaining effective communications with each employee not only requires good oral and written communication skills, but it also includes the ability to establish good working relationships. To communicate effectively with employees, supervisors must establish an environment that promotes an open door atmosphere, the sharing of ideas, and employee involvement in decision making processes. * * Setting Goals. Setting long- and short-term goals with employees gives focus to employee efforts. When goal setting is done correctly, employees strive to accomplish those goals and feel confident in achieving them. When goal setting is done poorly, work does not progress as desired. Knowing how to set goals effectively is an important part of performance management. To do this well, supervisors need to be able to clarify expectations and to set realistic standards and targets. * * Measuring Employee Performance. Credible measures of performance that employees understand and accept are critical for achieving high level performance. Measuring employee accomplishments, using both qualitative and quantitative measures, provides the information that supervisors and employees need in order to monitor performance. * * Giving Feedback. Feedback should inform, enlighten, and suggest improvements to employees regarding their performance. Supervisors should describe specific work related behavior or results they have observed as close to the event as possible. * * Coaching and Developing. Using their coaching skills, supervisors evaluate and address the developmental needs of their employees and help them select diverse experiences to gain necessary skills. Supervisors and employees create development plans that might include training, new assignments, job enrichment, self-study, or work details. * Recognizing. Effectively recognizing employees is another performance management competency. Being able to genuinely acknowledge a job well done is critical for strengthening employees’ commitment to do their best. Supervisors should be skilled at using formal awards programs as well as using informal recognition techniques, including personal thank and voicing verbal appreciation in staff meetings. Developing Compet encies- Agencies will benefit in many ways if they invest in developing performance management competencies in their supervisors and team leaders. These competencies should form the basis for their training and development to ensure that the Federal Government can carry out its mission in the 21st century. (You will note that most of these competencies are reflected in OPM’s Executive Core Qualifications for the Senior Executive Service. ) Because good supervision and leadership require effective performance management, we will focus this series of articles on the performance management competencies we have outlined here. The next article in this series will highlight communication skills. Q 2:Identify at least 3 general or core competencies for each (3) levels of management. Explain each competencies in details . There are lots of competencies. The 3 general or core competencies for each (3) levels of management are given bellow – Core Competencies of top-level management : Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. (1) Intellectual Competencies : Planning and causal thinking :refer to implications, consequence, alternatives or if-then relationship analyzes causal relationships. It makes strategies and plan steps to reach a goal. Diagnostic Information seeking : Pushes for concrete information in an ambiguous situation seeks information from multiple sources to clarify a situation which uses question to identify the specific of a problem or other situations. Conceptualizations and synthetic thinking :Understand about how different parts , needs or functions of the organization fit together. Identities partners and interprets a series of event. Identities the most important issues in a complex situation. Uses unusual analogies to understand and explain the essence of a situation. Leadership skill– role-playing, decision simulation and job rotation are the training methods used to nourish leadership skill in employees, as the top management will be able to pick up this skill through working on different roles and models. 2) Influence Competencies : Concern for Influence (The need for power) : which refers to persuade people, anticipate the impact of actions on the people. Directive influence (Personalized power )-face up to people directly when problems occur. Collaborative Influence (socialized power)-Operate effectively with groups to influence outcomes and get operations. Builds â€Å"ownership† of controversy decisions am ong key sub-ordinates by involving them in decision making . Symbolic Influence : Personal example for an intended impact uses symbols of group identity. (3) Others : Self Confidence-refer self as prime mover, leader or organizations or the organizations mentions being stimulated by crisis and other difficult problems. Self as the most capable person for getting the job done. # Core Competencies of Middle-level management : Middle managers can motivate and assist first-line managers to achieve business objectives. They may also communicate upward, by offering suggestions and feedback to top managers. Because they are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Some core competencies of middle level managers are given bellow : (1)  Ã‚   Thinking about the organization : Strategic Vision-evaluate the internal and external business environment to develop a long-term vision and strategy for the unit/organization. Analysis and Problem-Solving -effectively examine events, issues, and problems, and generate optimal solutions in a timely manner. Business and Financial Penetration -demonstrate a good understanding of company’s business model and markets as well as good commercial and financial acumen. Ability characteristics– job rotation, job enrichment, decision simulation, practical training and teaching training . Motivational characteristics– the help of sensitive training, brain-storming, and case studies. (2) Deliver Result : Manages Execution -ensure achievement of business goals aligned with the operational roadmap and standards through managing execution of business plan   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Customer Focus- foster a customer-focused environment   delivering exceptional service and anticipating future   customer needs. Leads for Performance -demonstrate and foster a sense of urgency and strong commitment to achieving goals. Drives Change and Innovation- champion new ideas and initiatives and create an environment that supports change and innovation. (3) Energize People : (Strengthen) Communication- communicate with impact, and create an environment in which people communicate honestly and openly   Ã‚   Engages and Inspires -inspire commitment and energy and a desire to excel and bring one’s best contribution to the organizational mission and goals. Develops Human Capital- ensure or contribute to the availability and development of the talent needed to meet current and future organization goals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Interpersonal skill  or Cultivates Relationships and Networks-develop and leverage effective network and relationships with others inside and outside of the organization. to use role-playing method to foster interpersonal skill in employees. Also, job-rotation and group discussion are often used on this dimension. Fosters Teamwork and Cooperation- promote a sense of collaboration and work effectively across the organization to achieve goals. Conceptual skill– to use on-the-job training to develop conceptual skill in employees. Conversely, decision simulation and role-playing are also instrumental in developing conceptual skill in middle-level managers. # Core competencies of first –level manager or, first –line manager :(Supervisor) First-line managers are responsible for the daily management of line workers—the employees who actually produce the product or offer the service. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis. There are many competencies of the managers which are given bellow : ( 1) Act as a role model : Adapts and Learns-work effectively in the face of ambiguity, shifting priorities, and rapid change while actively developing one’s skills and capabilities. Continuous learning – Builds Trust and Confidence- consistently act and communicate in ways that model organization’s   values and demonstrate fairness, objectivity, integrity, responsibility and transparency. 2) Personality characteristics– to use role-playing, sensitiveness training and case studies to forward employees’ focus on this element. Honesty and Integrity –truthfulness, honor rest two level managers. (3) Flexibility : flexible for their working time as well as the ready for outside of the schedule time. Flexibility is the ability to adapt to and work with a variety of situations, individuals and groups. It i s about being able to think on your feet, and not being disconcerted or stopped by the unexpected. Communication- Quality result orientation- Team work- These are also very important core competencies of first level management . How to cite Performance Apprisal Management-Assignment, Papers