The document presents a 360-degree appraisal system emphasizing objective, transparent, and participative evaluations involving self, peer, subordinate, and customer feedback. It outlines the benefits and drawbacks of this appraisal method alongside the Management by Objectives (MBO) approach, which focuses on goal setting and performance monitoring involving both managers and employees. While both systems promote better communication and self-awareness, they also face challenges such as complexity and the need for top management support.

1. PRESENTATION ON 360 DEGREE APPRAISAL Presented By-: Avanish tripathi Prabhakar Kumar D I T School of business M B O

2. In order to make appraisal more objective , transparent and Participative concepts such as self-appraisal , peer appraisal, Subordinate appraisal and appraisal by customer were introduced. 360 degree system involves evaluation of a manager by every One . Structured questionnaires are used to collect responses about Managers from his bosses. Several corporations like General electric , Reliance , Godrej soap Wipro, Infosys etc are making use of all this technique 360 DEGREE APPRAISAL

3. FOUR INTEGRAL COPONENTS OF 360 DEGREE APPRAISAL EMPLOYEE SUPERIOR SUBORDINATE PEERS SELF

4. SELF APPRAISAL- It gives employee absolute freedom to objectively looks at his/her strengths and areas of development along with an opportunity to assess the performance . SUPERIOR APPRAISAL- The focus is to provide constructive feed back on employee performance . Superior must communicate to the employee in clear way what the organization plans for the employee.

5. SUBORDINATES APPRAISAL- The purpose of subordinate’s appraisal is to get first hand assessment of how the subordinates perceive their superior to be in terms of style of functioning. PEERS APPRAISAL- They must include peers both form with in the department as well as other department . Select the right peers for getting the appraisal done.

6. Advantages- Greater self-awareness of the top management Empowerment is facilitated . Inflexible managers are forced to initiate self-change. Disadvantages- Time and cost consuming Complex Disagreement Response from colleagues tends to be biased

7. MANAGEMENT BY OBJECTIVES (MBO)

8. Management By Objectives (MBO) A method whereby managers and employees define objectives for every department, project, and person and use them to monitor subsequent performance.

9. THE NATURE & PURPOSE OF MBO MBO is concerned with goal setting and planning for individual managers and their units. The essence of MBO is a process of joint goal setting between a supervisor and a subordinate. Managers work with their subordinates to establish performance goals that are consistent with higher organizational objectives . MBO helps clarify the hierarchy of objectives as a series of well-defined means-ends chains.

10. Essential Steps for MBO Set Goals The most difficult step. Develop Action Plan For both workgroups and individuals. Review Progress/ Take corrective action Periodic during the year. Appraise Overall Performance. Review Annual Goals.

11. Essential Steps for MBO Set Goals The most difficult step . Specific target and timeframe Assign responsibility Develop Action Plan Course of action For both workgroups and individuals Review Progress Periodicity? Course corrections Appraise Overall Performance. How are we doing? Do we need to restate our goals?

12. STRENGTHS Organizations create a powerful motivational system for their employees by adopting MBO. Through the process of discussion and collaboration, communication is greatly enhanced. With MBO performance appraisal may be done more objectively.

13. STRENGTHS MBO helps identify superior managerial talent for future promotion MBO facilitates control through the periodic development and subsequent evaluation of individual goals and plans.

14. WEAKNESSES The major reason for MBO failure is lack of top management support goals and plans cascading throughout the organization may not be those of top management. Some firms may overemphasize quantitative goals Some managers will not or cannot sit down and work out goals with their subordinates Failure to teach MBO philosophy

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