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Performance Assessment

This document contains a summary of a group performance assessment on the case analysis of Ulaganath Madan. It includes sections on introducing Madan and describing his personality and traits as a professional and manager. It also discusses the company. The document then analyzes Madan's performance using a fishbone diagram and discusses factors like technical versus management skills, networking approaches, and examples of managing "alpha" personalities.

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Nigin G Kariatt
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53 views11 pages

Performance Assessment

This document contains a summary of a group performance assessment on the case analysis of Ulaganath Madan. It includes sections on introducing Madan and describing his personality and traits as a professional and manager. It also discusses the company. The document then analyzes Madan's performance using a fishbone diagram and discusses factors like technical versus management skills, networking approaches, and examples of managing "alpha" personalities.

Uploaded by

Nigin G Kariatt
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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PERFORMANCE ASSESSMENT

Group – 9
-Anshima Agarwal (2014136)
-Harjas Bakshi (2014148)
-Pratik Pruthi (2014160)
-Shonit Naralkar(2014172)
-Vasudha Paramar(2014184)
ULAGANATH MADAN - CASE ANALYSIS

 Introduction
 Ulaganath Madan - As a professional
 Mr. Madan’s personality traits
 Ulaganath Madan - As a manager
 The company
 Conclusion
FISH BONE ANALYSIS SOURCE :
PERFORMANCE ASSESSMENT

 An objective assessment of an employee’s job performance against certain pre defined standards
 Measured against factors such as job knowledge, quantity and quality of output, achievement of
goals
 Performance assessment should not be confined to past performance alone
 Objective-
 Improving performance
 Analyze the current performance and set new goals
 Assess the learning and development needs of employees
 Determine career progression goals
 Effect promotions and compensation based on performance
TECHNICAL V/S MANAGEMENT SKILLS

 This debate is particularly relevant for IT Project Management. For example, if someone
is a project manager of an IT project, does he/she need to have IT qualifications/skills
and experience among other things to successfully manage the project?

 Can any experienced project manager from any other discipline and industry, who does
not have IT skills and experience, successfully manage the IT project as long as he/she
possesses excellent set of managerial skills along with other needed skills?

 Is project management managerial skills and experience transferable from one industry
to another or from one technical project to another?
SOME CLASSICAL EXAMPLES

 Steve Jobs was stripped of his operating role by the Apple Board in 1985 and he
eventually decided to quit and took five senior Mac people with him to start a new
company, NeXT, to compete with Apple.

 The conflict arose because Jobs had not yet learned to manage his wild and petulant
emotional swings, which gradually cost him the support of not just Apple's CEO John
Scully(whom he has recruited from PepsiCo but many other senior Apple executives
and the Board of Directors.

 Thus, in 1985, the 30 year old Steve Jobs lacked both the emotional maturity and
business discipline necessary to successfully run a company like Apple.
NETWORK (CENTRALITY)

Thick Network Thin Network


Built through personal relationships Acquaintance network or Snowballing
Density based network Diversity based network

Basis of thin networking Can be developed using thick network

Case examples:
 Mr. Madan used his thick network in Madras to establish contacts.
 Developed his networking even while doing management course and sold 20 lakhs
worth of goods.
 Did not spend time to develop interpersonal relationships at workplace.
 Clear lack of communication and trust between Balesar and Madan.
WHAT ARE ALPHAS?
Alpha Attribute Value to organization Risk to organization
Self confident and opinionated Acts decisively , has good intuition Is closed minded , domineering and
intimidating
Highly intelligent Sees beyond the obvious ; takes Dismisses or demeans colleagues
creative leaps who disagree
Action oriented Produces results Is impatient resist process changes
that might improve results

High performance expectations for Sets and achieves high goals Is constantly dissatisfied ; fails to
themselves and others appreciate and motivate others

Direct communication style Moves people to action Generates fear and culture of
compliance.
Highly Disciplined Is extraordinarily productive ; finds Has unreasonable expectations of
time and energy for high level of self and others
work and fitness
Unemotional Is laser focused Is difficult to connect with.
HOW DO HR MANAGE ALPHAS?

1. Start by gathering 360-degree feedback

2. Take care to select the right person to be the coach

3. Create a ‘hook’ to engage the alpha male


REFERENCES

 Slide 4
 [Source- Human Resource Management- Fischer,Schvenfeldt-2008 edition]

 Slide 5 and 6
 http://www.businessinsider.in/Lets-Get-One-Thing-Straight-Apple-Had-No-Choice-But-To-Oust-Steve-Jobs/articleshow/22953675.cms

 http://www.forbes.com/sites/randalllane/2013/09/09/john-sculley-just-gave-his-most-detailed-account-ever-of-how-steve-jobs-got-fired-from-apple/

 http://www.apm.org.uk/sites/default/files/APM%20Web%20Briefing%20Technical%20vs%20Managerial%20Skills%20V1.pdf

 http://www.apm.org.uk/content/technical-skills-vs-managerial-skills-essential-skills-successful-management-projects

 Slide 8 & 9
 http://blog.changeboard.com/2013/03/coaching-the-alpha-male/
 http://hbr.org/2004/05/coaching-the-alpha-male/ar/1
Thank You !

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