Predicting and Measuring Managerial Performance
I T SHOULD NOT BE NECESSARY TO BELABOR THE POINT THAT the kinds of men who are chosen to manage an organization, and the kinds of systems that are chosen for measuring and rewarding them, have a profound and lasting impact on the motivational climate of the organization as a whole. Therefore, to the extent that the executive in charge of career management acts as a sort of gatekeeper, regulating the flow of employees into management and of managers into the higher executive ranks, he is in a sense controlling the destiny of the company. He is, to paraphrase our statement in Chapter 1, working selectively with forces that affect the organization profoundly, but at very long range.
In most companies, the selection of managers is at best a fallible art. In a few companies, it is beginning to be converted into a more systematic and, in some respects, more scientific process. The best of these efforts have been made by American Telephone and Telegraph Company and by Standard Oil Company ( New Jersey). Both are, of course, very large companies, and for this reason it would be easy to dismiss research results emanating from them as meaningful only to other corporate giants. But that would be a fallacy in this case, so perhaps it is best to begin by puncturing it.
Large companies do not necessarily need better managers than
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Publication information: Book title: Management by Motivation. Contributors: Saul W. Gellerman - Author. Publisher: American Management Association. Place of publication: New York. Publication year: 1968. Page number: 119.
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