Most managers are under increasing pressure to achieve higher performance with fewer resources, and performance management is playing an increasingly important role in this process.
Putting Management Back Into Performance charts out a map for improving personal and business performance. The author does this by examining three primary areas - knowledge, management processes and management skills.
Webb introduces seven strategies to assist managers to be more effective in their performance management role, and discusses the processes of assigning work, performance planning, employee development, understanding and responding to performance data, and accounting for the 'unmanageable' in an open system.
The book introduces learning by way of discovery and refinement, primarily through a variety of tools and templates that can be adopted into current work practices. Webb promotes the need to strengthen the effectiveness of the relationship between staff and management in order to develop successful and sustainable enterprises. He places an emphasis on communication and provides a structured approach to achieve this with a number of insightful case studies.
Putting Management Back Into Performance combines theory with practical tools in an easy to read format, and is worth a browse.
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