netrashetty
Netra Shetty
Colt's Manufacturing Company (CMC, formerly Colt's Patent Firearms Manufacturing Company) is a United States firearms manufacturer originally founded in 1836. It is best known for the engineering, production, and marketing of dozens of different firearms over the later half of the 19th and the 20th century. It has made many civilian and military designs used in the United States, as well was many other countries.
Among the most famous colt products are the Walker Colt, used by the United States Mounted Rifles in the Mexican-American War, and the "Colt .45" revolver, the proper name of which is the Single Action Army or Peacemaker. Later well-known CMC revolvers include the Colt Python and Colt Anaconda. John Browning also worked for Colt for a time, and came up with now ubiquitous parallel slide type of design for a pistol, which debuted on the Colt M1900 pistol, leading to numerous pistol designs including the famous Colt M1911 pistol. Though they did not develop it, for a long time Colt was primarily responsible for the M16 rifle production, as well as of many derivative firearms. The most successful and famous of these are numerous M16 carbines, including the Colt Commando family, and the M4 carbine.
Important in organizational environment are the leadership traits and the preferential specifications on value system. Culturally speaking, values system plays a vital role in creating a certain type of culture. Values in this manner can be successfully implemented and effectively influenced agents on a certain field of action if and when higher authorities espouse effective leadership skills and abilities. Insofar as good leadership traits persist in an organizational environment and striving to implement rules, guidelines and regulations to further develop a distinct cultural identity the implementation of desired value system may be attainable.
In Ritz-Carlton context, the dominating élan by the management focused in the development and formation of employees towards a more quality customer service. Employees in this regards occupies the center stage of the organization due to a fact that only through employees quality work and commitment to service when the goals and vision of the company can possibly achieved. Hence, vital in creating cultural identity within the field of work is good leadership and an identified values system to promote.
On the other hand, training and development system obviously support the formation of culture and its identity within. Through rigorous and effective trainings held prospect employees can easily acquaint themselves and familiarize a distinct culture of a company. Likewise, the company employs and integrates within the scheme and procedure of trainings necessary information about its organization, history, vision, and culture itself. As to the process of development, employees in the Ritz-Carlton company receive continues training as part of developing more their technical skills and other abilities that would be useful for the company.
METHODS OF PERFORMANCE APPRAISAL
Performance appraisal methods are categorized into traditional and modern methods.
TRADITIONAL METHODS
ESSAY APPRAISAL METHOD
This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.
STRAIGHT RANKING METHOD
This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.
PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.
CRITICAL INCIDENTS METHODS
In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur.
FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias.
CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
GRAPHIC RATING SCALE
In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.
FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.
Confidential report
It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employee’s immediate superior. The report highlights the strengths and weaknesses of the subordinate. The report is not databased. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraisee. The appraisee is not very sure about why his ratings have fallen despite his best efforts, why others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he is going to be evaluated next year, etc. Since the report is generally not made public and hence no feedback is available, the subjective analysis of the superior is likely to be hotly contested. In recent years, due to pressure from courts and trade unions, the details of a negative confidential report are given to the appraisee.
Among the most famous colt products are the Walker Colt, used by the United States Mounted Rifles in the Mexican-American War, and the "Colt .45" revolver, the proper name of which is the Single Action Army or Peacemaker. Later well-known CMC revolvers include the Colt Python and Colt Anaconda. John Browning also worked for Colt for a time, and came up with now ubiquitous parallel slide type of design for a pistol, which debuted on the Colt M1900 pistol, leading to numerous pistol designs including the famous Colt M1911 pistol. Though they did not develop it, for a long time Colt was primarily responsible for the M16 rifle production, as well as of many derivative firearms. The most successful and famous of these are numerous M16 carbines, including the Colt Commando family, and the M4 carbine.
Important in organizational environment are the leadership traits and the preferential specifications on value system. Culturally speaking, values system plays a vital role in creating a certain type of culture. Values in this manner can be successfully implemented and effectively influenced agents on a certain field of action if and when higher authorities espouse effective leadership skills and abilities. Insofar as good leadership traits persist in an organizational environment and striving to implement rules, guidelines and regulations to further develop a distinct cultural identity the implementation of desired value system may be attainable.
In Ritz-Carlton context, the dominating élan by the management focused in the development and formation of employees towards a more quality customer service. Employees in this regards occupies the center stage of the organization due to a fact that only through employees quality work and commitment to service when the goals and vision of the company can possibly achieved. Hence, vital in creating cultural identity within the field of work is good leadership and an identified values system to promote.
On the other hand, training and development system obviously support the formation of culture and its identity within. Through rigorous and effective trainings held prospect employees can easily acquaint themselves and familiarize a distinct culture of a company. Likewise, the company employs and integrates within the scheme and procedure of trainings necessary information about its organization, history, vision, and culture itself. As to the process of development, employees in the Ritz-Carlton company receive continues training as part of developing more their technical skills and other abilities that would be useful for the company.
METHODS OF PERFORMANCE APPRAISAL
Performance appraisal methods are categorized into traditional and modern methods.
TRADITIONAL METHODS
ESSAY APPRAISAL METHOD
This traditional form of appraisal, also known as "Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator.
STRAIGHT RANKING METHOD
This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.
PAIRED COMPARISON
A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.
CRITICAL INCIDENTS METHODS
In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behaviour as and when they occur.
FIELD REVIEW
In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias.
CHECKLIST METHOD
The rater is given a checklist of the descriptions of the behaviour of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees.
GRAPHIC RATING SCALE
In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory.
FORCED DISTRIBUTION
To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.
Confidential report
It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employee’s immediate superior. The report highlights the strengths and weaknesses of the subordinate. The report is not databased. The impressions of the superior about the subordinate are merely recorded there. It does not offer any feedback to the appraisee. The appraisee is not very sure about why his ratings have fallen despite his best efforts, why others are rated high when compared to him, how to rectify his mistakes, if any; on what basis he is going to be evaluated next year, etc. Since the report is generally not made public and hence no feedback is available, the subjective analysis of the superior is likely to be hotly contested. In recent years, due to pressure from courts and trade unions, the details of a negative confidential report are given to the appraisee.
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