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Economic theory is growing not only in depth but in the breadth of its application as well. This study encroaches in part on a field normally considered as the domain of Sociology. But the methods applied here are those of mathematical economics. It has not been my ambition to make this as general and as mathe matically demanding as possible. On the contrary, I wanted to present as simple an argument as possible throughout. I wish to thank Brown University for granting me a Sabbatical leave in the Fall of 1977-78 in the course of which I wrote the first draft of this monograph. I am also grateful to the late Professor Jacob Marschak and to Professor Arthur Geoffrion for sponsoring me as a Visiting Scholar of the Western Management Science Institute, Graduate School of Management, UCLA for the months of November and December 1977. The Western Management Science Institute proved to be an ideal environment for writing: protective and stimulating at the same time. I have benefitted specifically from comments received as a result of presenting Chapters IV and V in the Marschak Colloquium on December 2, 1977, in particular by Professors Intri11igator and Spiro. My greatest indebtedness is to Jacob Marschak to whom I owe my awareness of and interest in the economic theory of organizations. He was my teacher, my director and supervisor, and my fatherly friend since 1950. It is thus entirely fitting that this work should be dedicated to his memory.
Forced ranking assesses employee performance relative to peers rather than against predetermined goals. It's a performance management tool that—when used right—has increased productivity, profitability, and shareholder value. Unfortunately, some firms have misunderstood what forced ranking is, or have implemented it poorly—resulting in confusion and controversy. In this hands-on book, renowned performance management expert Dick Grote dispels common misperceptions about forced ranking and offers a clear-headed, convincing argument for why it should be a necessary part of any robust performance appraisal system. Based on extensive research, case studies, and consulting experience, the book provides a practical framework for developing a forced-ranking system that is fair, humane, and effective. From establishing appropriate guidelines to accurately categorizing employees, to managing A, B, and C talent differently, Grote shows how managers can use this tool to identify future leaders, give honest performance feedback, and grow the talent that matters most to the firm's success. Transforming a controversial management practice into a practical and powerful leadership-development tool, Forced Ranking will help organizations and their employees reach new heights of performance success.
Historically, members of the human resource management (HRM) community have remarked on the difficulty they have had aEURoegetting to the tableaEUR with top agency management. HRM is commonly consulted after decision has been made in order to help implement changes. HRM professional has been frustrated that they are not involved sooner in the planning process. (OPM, 1999, p.9)
The classic #1 New York Times bestseller that answers the age-old question Why is incompetence so maddeningly rampant and so vexingly triumphant? The Peter Principle, the eponymous law Dr. Laurence J. Peter coined, explains that everyone in a hierarchy—from the office intern to the CEO, from the low-level civil servant to a nation’s president—will inevitably rise to his or her level of incompetence. Dr. Peter explains why incompetence is at the root of everything we endeavor to do—why schools bestow ignorance, why governments condone anarchy, why courts dispense injustice, why prosperity causes unhappiness, and why utopian plans never generate utopias. With the wit of Mark Twain, the psychological acuity of Sigmund Freud, and the theoretical impact of Isaac Newton, Dr. Laurence J. Peter and Raymond Hull’s The Peter Principle brilliantly explains how incompetence and its accompanying symptoms, syndromes, and remedies define the world and the work we do in it.
Seventeen in a series of annual reports comparing business regulation in 190 economies, Doing Business 2020 measures aspects of regulation affecting 10 areas of everyday business activity.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.