9. Разные методы оценки способностей персонала

А traditional method means givinf a 'rating'. The subordinate's evaluation is based on traits — qualities - that he shows in his work. Subordinates are judged on such things as knowledge of the job, reliability, cooperation, punctuality, initiative and sense of responsibility. The manager rates the subordinate by marking a letter or figure on a scale.

However, the most popular form of appraisal which is popular in such countries like the Great Britain and the United States, is Management by Objectives. This appraisal is based on a person's performance, and how well he achieved his goals. The manager and the subordinate agree on a certain numbers of objectives, which should be achieved in a given period of time. This method is focused on the results, not on personality traits.

Another appraisal method is worth mentioning too. This is the Critical Incident Method. According to this system, the manager keeps records of good and unsatisfactory examples (incidents) of a person's work. These are kept in a file and reviewed when the interview between the manager and a subordinate takes place. An advantage of the system is that the manager has to think about the subordinate's performance throughout the year.

10. Централизация и децентрализация кампаний

The terms of centralisation and decentralisation refer to the degree of authority that is given to various levels of management and divisions of an organization.

In a centralized company a limited amount of authority is delegated. Most key functions are the responsibility of the head office.

In a decentralized company more important decisions can be made at lower levels. There are fewer controls from head office.

Each method has its advantages and disadvantages. No enterprise chooses complete centralisation or decentralisation. In practice, it tries to find a balance between the two forms.

11. Качество работы. Повышение производительности труда в коллективе

The basic idea of QWL is that worker should have an interesting, even challenging job. QWL encourages managers to be sensitive to the needs of employees.

Followers of Quality of Working Life movement (QWL) worked out various methods of making work more interesting. These include job enlargement and job enrichment and team building.

With job enlargement, the worker is given additional tasks to perform. Job enrichment in its turn involves giving extra responsibilities to workers such as production planning, quality control and technical development of equipment.

Human factor influence efficiency as well. It was found that there is an increase in productivity whether conditions of work place are good and otherwise. Workers attitude to work is also matters. Social relations among workers and between workers and their bosses affect output, the quality of work and motivation.

To improve work relationship, achieve goals and create excellent communications organization should:

1. Try to break down the barriers between the management and employees, by reducing the social divisions between them within the company.

2. Managers should also design work places in such a way that people frequently come into contact with each other.

3. Finally, managers should encourage staff to ask questions and to react to what managers are saying. Feedback is essential.