This paper is going to identify performance measures that can be used to evaluate a potential managing director in charge of operation. In addition, the paper will also look at ways the board of directors can communicate their performance expectations.
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As a consultant hired by the board of directors of Gracia Meyer Center I have developed a method that can be used in identifying performance measures and communicate performance expectations for the new managing director. One of the methods that can be used in identifying performance measures and communicating them to the potential managing director is the top-down director evaluation tool.
Gracia Meyer Center is non-profit organization with a board of directors from different backgrounds. Therefore, the board of directors will be capable of evaluating the new managing director from a perspective that favors the success of the organization. Generally, the board of directors should look for a managing director in charge of operations who has the ability to achieve the goals of the organization, strong leadership skills, and sound financial management (Davila, Epstein & Shelton, 2005).
In top-down director evaluation tool, the board of director will have to asses and see whether the potential managing director in charge of operations best fits his or her pre-determined roles as stipulated in Gracia Meyer Center Charter. The board should also assess the potential of the new managing director to discharge his/her duties responsibly.
With regard to this, the board can assess the effectiveness of the director in coordinating and supervising staff, implementing organizational goals, and accountability. This can be determined from the way the potential managing director contributes to the discussions during the interview, his/her knowledge of business procedure, and responsibility in terms of governance.
In top-down director evaluation tool, integrity and confidence is a key ingredient to effective performance of a managing director. Being a non-profit organization providing social services to individuals living with HIV/AIDS, the integrity of its managing director is crucial for the success of the organization. In addition, Gracia Meyer Center has an annual budget of seventeen million obtained from the government and other stakeholders.
Therefore, the integrity of its managing director who will be in charge of operations including finance is crucial in ensuring that funds are not misused (Davila, Epstein & Shelton, 2005). The board of directors of Gracia Meyer Center should know that a competent managing director possesses skills that will enable him or her to effectively administer the organization, provide accurate and up-to date financial statements when needed, and be able to write management reports to the board of directors on a regular basis.
Top-down director evaluation tool also seeks to evaluate the availability and accessibility of the managing director to both staff and the board of directors. An effective managing director should be able to address the queries raised by employees and the board of directors in an effective, timely, and courteous manner. The board should also assess the potential of the managing director to determine whether he/she possesses the right communication skills.
This is because good communication could the board in future to know whether the managing director is discharging his/her responsibilities effectively, and whether he/she is conducting follow ups. The board of directors should also know that a good managing director in charge of operations should understand the views of the stakeholders (Garratt, 2003).
Gracia Meyer Center is an organization that depends on various stakeholders for funding. The stakeholders have certain expectations, on how the organization is managed, utilization of funds, and the quality of social services it provides to its clients among others. The new managing director should be in a position to meet the expectations of these stakeholders.
Certain laws regulate Gracia Meyer Center, which is a non-profit organization that provides services to marginalized groups living with HIV/AIDS such as gay people. The board of director should assess the potential manager to determine whether he/she is familiar with the policies and legal measures that govern the management and operations of Gracia Meyer Center.
Top-down approach of director evaluation also requires that an effective managing director should be able to inspire and develop staff within an organization (Garratt, 2003). Gracia Meyer Center is an organization that employs a wide range of professionals including lawyers, social workers, and health care experts. An effective managing director who oversees the activities of these professionals should ensure that their skills are enhanced through regular training, workshops, and seminars.
The board of directors should also assess the new managing director to see whether he/she has the potential of satisfying the needs of all the company’s employees. This is crucial because a managing director who satisfies the needs of people who work under him prevents low labor turnover or absenteeism in the work force. Being a non-profit organization, Gracia Meyer Center also largely depends on volunteers.
Hence, a managing director who can satisfy the needs of those working under him is crucial in ensuring high productivity within an organization. Although Gracia Meyer Center is a non-profit organization, the board of director should still emphasize on financial skills when choosing a future managing director.
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This is because prudent financial management greatly contributes to the success of an organization. Finally, the top-down approach of director evaluation also stipulates that a managing director should be innovative. The board of directors in their assessment should ensure that the new managing director is innovating (Tyagi & Gupta, 2008).
Davila, T., Epstein, M. J & Shelton, R. (2005). Making innovation work: How to manage it, measure it, and profit from it. Philadelphia, PA: Wharton School Publisher.
Garratt, B. (2003).Thin on top: Why corporate governance matters and how to measure and improve board performance. London: Nicholas Brealey Publisher.
Tyagi, R. K & Gupta, P. (2008). A complete and balanced service scorecard: Creating value through sustained performance improvement. Upper Saddle River, NJ: FT Press.