Implementing a Results-Oriented Management System
Management has been defined as working with and through other people in order to accomplish the objectives of the organization and its members. Management is a process, and the critical links that hold the process together for the manager of any business unit, whether it’s a golf facility or otherwise, are listed in the steps of the process below:
The Critical Links
- Defining Objectives
- Assigning Responsibilities
- Developing Standards of Performance
- Appraising Performance
The process is cyclical in nature and begins with defining objectives for the unit at the beginning of every budget cycle. The manager of any business unit should consider himself or herself as a unit president, responsible for achieving the objectives of that unit. At the beginning of a budget cycle, the process of implementing a results-oriented management system for the manger of that unit are defined in the seven steps listed below:
The Process of Implementing a Results-Oriented Management System
Step 1: The manager of the unit gets agreement and commitment from his or her subordinates on the objectives for the unit.
Step 2: The subordinates write, in draft form, their understanding of the key responsibilities for their jobs.
Step 3: The manger reviews these drafts to assess how congruent his perceptions and those of his subordinates are on the responsibilities.
Step 4: The manager meets with his or her subordinates individually to close the gaps in perceptions.
Step 5: The subordinates draft standards of performance for their key responsibilities.
Step 6: The manager reviews these to see how congruent his expectations are with those of his subordinates.
Step 7: The manager meets with his subordinates individually to negotiate final standards that will reflect both parties’ expectations.
In brief, once a manager has gotten to the final step in this process, he or she has an expectations or performance contract, which will govern the relationship between the parties during the budget cycle. In fact and in practice, I sign and have my subordinates sign such a document, since at the core of the system of managing for results is managing for expectations. In essence, this contract contains the agreement as to what is expected between the manager and the staff during the budget cycle.
The entire system of managing for results with an explanation of its relationship to time management and the delegation process is contained in my book, titled Conquering the Course: Managing for Results in Business and Golf, available at Amazon.com.
