netrashetty
Netra Shetty
Formed in March 2000 as a spin-off of Cabletron Systems, Enterasys Networks is a networking company catering almost exclusively to large enterprises. The company designs and manufactures all types of networking equipment including routers, switches, and 802.11 wireless access points and controllers.
In addition to hardware, the company also builds software for managing and securing enterprise-class networks such as Intrusion Prevention System, Network Access Control and Security Information Management.
Performance appraisal is the process by which an employee’s contribution to the organization during a specified period of tine is assessed (Sims, 2002b). Performance appraisal is integral to the successful operation of most organizations. During this process, employees are evaluated formally and informally to determine the nature of their contributions to the organization. Appraisal occurs during time periods and in meetings that are scheduled to produce reasoned consideration of contributions, but it also occurs informally as employee contributions are observed, or when an evaluation is brought to the attention of others
Evaluation of Performance Appraisal Tools
The performance appraisal tools that are used by the company are the following:
Management by Objectives
Management by Objectives involves a joint determination by subordinate and superior of common goals, major areas of responsibility, and results expected; these measures are used as guides for operating the unit and assessing contributions of members (Miner, 2002). MBO is the best known of result-oriented methods of performance planning and review and, in some form; probably the most frequently used approach to performance planning and review. MBO is a target-setting or results-oriented approach to performance management. It recognizes that employees perform better when they have targets, and even better, when they have participated in setting those targets.
First, HR has not historically had the statistics or data that can excite management and show how
HRM influences agency success. Second, HR has focused on internal operations rather than
activities that impact the entire agency. These facts are recognized by the Strategic Human
Resources Roundtable, an OPM-sponsored working group of Governmentwide HR Directors that
meets periodically to discuss HR’s role in GPRA. This group acknowledges that to address these
shortcomings, HR needs to ask itself what are the HRM concerns that will gain management’s
attention, and does HR have the data that can help address those concerns? SSA has done this, as
is demonstrated in the above inset.
Parts of Strategic Management
Strategy
An action plan designed to move an organization toward achievement of its vision
Mission
Defines the firm’s core intent and the business or businesses in which it intends to operate
The Strategic Environment
Internal Environment
The set of conditions (such as strengths, resources and capabilities, and so forth) inside the firm affecting the choice and use of strategies
External Environment
A set of conditions outside the firm that affect the firm’s performance
Key Characteristics of Strategic Management
Strategic management is:
Performance oriented
Ongoing in nature
Dynamic rather than static
Oriented to the present and the future
Concerned with conditions both outside and inside the firm
Concerned with performing well and satisfying stakeholders
In addition to hardware, the company also builds software for managing and securing enterprise-class networks such as Intrusion Prevention System, Network Access Control and Security Information Management.
Performance appraisal is the process by which an employee’s contribution to the organization during a specified period of tine is assessed (Sims, 2002b). Performance appraisal is integral to the successful operation of most organizations. During this process, employees are evaluated formally and informally to determine the nature of their contributions to the organization. Appraisal occurs during time periods and in meetings that are scheduled to produce reasoned consideration of contributions, but it also occurs informally as employee contributions are observed, or when an evaluation is brought to the attention of others
Evaluation of Performance Appraisal Tools
The performance appraisal tools that are used by the company are the following:
Management by Objectives
Management by Objectives involves a joint determination by subordinate and superior of common goals, major areas of responsibility, and results expected; these measures are used as guides for operating the unit and assessing contributions of members (Miner, 2002). MBO is the best known of result-oriented methods of performance planning and review and, in some form; probably the most frequently used approach to performance planning and review. MBO is a target-setting or results-oriented approach to performance management. It recognizes that employees perform better when they have targets, and even better, when they have participated in setting those targets.
First, HR has not historically had the statistics or data that can excite management and show how
HRM influences agency success. Second, HR has focused on internal operations rather than
activities that impact the entire agency. These facts are recognized by the Strategic Human
Resources Roundtable, an OPM-sponsored working group of Governmentwide HR Directors that
meets periodically to discuss HR’s role in GPRA. This group acknowledges that to address these
shortcomings, HR needs to ask itself what are the HRM concerns that will gain management’s
attention, and does HR have the data that can help address those concerns? SSA has done this, as
is demonstrated in the above inset.
Parts of Strategic Management
Strategy
An action plan designed to move an organization toward achievement of its vision
Mission
Defines the firm’s core intent and the business or businesses in which it intends to operate
The Strategic Environment
Internal Environment
The set of conditions (such as strengths, resources and capabilities, and so forth) inside the firm affecting the choice and use of strategies
External Environment
A set of conditions outside the firm that affect the firm’s performance
Key Characteristics of Strategic Management
Strategic management is:
Performance oriented
Ongoing in nature
Dynamic rather than static
Oriented to the present and the future
Concerned with conditions both outside and inside the firm
Concerned with performing well and satisfying stakeholders