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Background Note | HBS Case Collection | October 1995 (Revised January 2002)

Managing Performance

by John J. Gabarro and Linda A. Hill

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Abstract

Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.

Keywords: Performance Evaluation; Framework;

Language: French Format: Print 6 pages EducatorsPurchase

Citation:

Gabarro, John J., and Linda A. Hill. "Managing Performance." Harvard Business School Background Note 496-022, October 1995. (Revised January 2002.)

About the Authors

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John J. Gabarro
UPS Foundation Professor of Human Resource Management, Emeritus

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Linda A. Hill
Wallace Brett Donham Professor of Business Administration
Organizational Behavior

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More from these Authors

  • Case | HBS Case Collection | November 1993 (Revised September 2018)

    Rudi Gassner and the Executive Committee of BMG International (A)

    Linda Hill and Katherine Seger Weber

    Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

    Keywords: Managerial Roles; Management Teams; Decision Making; Business Plan; Growth and Development Strategy; Global Strategy; Leadership Style; Organizational Culture; Business Subsidiaries; Business Conglomerates; Cost Management; Change Management; Music Industry; Media and Broadcasting Industry; Germany;

    Citation:

    Hill, Linda, and Katherine Seger Weber. "Rudi Gassner and the Executive Committee of BMG International (A)." Harvard Business School Case 494-055, November 1993. (Revised September 2018.)  View Details
    CiteView DetailsEducatorsPurchase Related
  • Article | Harvard Business Review

    The Board's New Innovation Imperative: Directors Need to Rethink Their Roles and Their Attitude to Risk

    Linda A. Hill and George Davis

    As firms scramble for competitive advantage, boards—once the cautious voices urging management to mitigate risk—are now calling for breakthrough innovation. Indeed, avoiding risk is now seen as the riskiest proposition of all. In speaking with CEOs and board members from a range of industries, the authors identified four common obstacles most boards face in governing innovation: an outdated risk agenda, insufficient time, lack of expertise, and a relationship with management that needs retuning. Embracing innovation and its inherent risks requires that boards and senior management develop new ways of working together. To bolster out-of-the-box thinking at their companies, boards should promote diversity among members. They should foster "creative abrasion" to keep ideas flowing and rethink traditional methods of governing. And they must learn to embrace and encourage risk.

    Keywords: Governing and Advisory Boards; Innovation Leadership; Risk and Uncertainty; Corporate Governance;

    Citation:

    Hill, Linda A., and George Davis. "The Board's New Innovation Imperative: Directors Need to Rethink Their Roles and Their Attitude to Risk." Harvard Business Review 95, no. 6 (November–December 2017): 102–109.  View Details
    CiteView DetailsFind at Harvard Register to Read Related
  • Supplement | HBS Case Collection | April 2017

    Q&A with Tom Kalil, Deputy Director for Technology & Innovation

    Linda A. Hill and Allison J. Wigen

    In this video supplement to the HBS case study "Tom Kalil, Deputy Director for Technology & Innovation," case protagonist Tom Kalil discusses leading a team of policy entrepreneurs at the White House Office of Science and Technology Policy from 2008-2016.

    Keywords: innovation; government; government innovation; policy; leadership; leadership development; Leading teams; collaboration; cross-sector collaboration; Innovation Strategy; Innovation Leadership; Leadership; Leadership Development; Groups and Teams; Policy; Collaborative Innovation and Invention; United States;

    Citation:

    Hill, Linda A., and Allison J. Wigen. "Q&A with Tom Kalil, Deputy Director for Technology & Innovation." Harvard Business School Multimedia/Video Supplement 417-712, April 2017.  View Details
    CiteView DetailsPurchase Related
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