Preview: This book provides a lengthy indoctrination into the whats and whys of performance management. This summary will cover both the pragmatic and practical parts of the text; excluding some specific instructions for those who oversee the overall orchestration of performance management in the workplace. The purpose of this article is to enable readers to grasp some major themes of performance management and develop a vocabulary for discussion and debate on the topic. Section 1: The focus of many managers is very often on the wrong things. They focus on evaluation rather than planning. Performance appraisal is not performance management. Managers often focus on a one-way flow of words (from manager to employee) rather than dialogue. Performance management and year-end evaluation are often seen as a necessary evil. They don't realize that, when done correctly, performance management has the potential to solve many of the problems they face. Performance Management – ​​is a process of ongoing communication, undertaken collaboratively between an employee and his or her immediate supervisor. Taken together, this approach involves establishing clear, shared expectations and understandings about: • The essential job functions an employee is expected to perform. • How the employee's work contributes to the overall “line of sight” objectives of the organization • What “doing the job” means working well” in concrete terms. • How the employee and supervisor will work together to support, improve or develop the existing employee performance.• Identify performance barriers and remove them.• How job performance will be measured (note this is last on the list). The profit for an organization is broad and deep. The managers who are in progress... half of the document... all the work groups. Written notes should be taken as both reminders and accountability items for to-dos and follow-ups. The Manager's Guide to Performance Management is valuable to organizations both large and small. It provides sufficient information for the CEO and individual managers to be successful in all phases of performance management. Individual managers can learn and apply these valuable principles even if their organization does not leverage performance management. The author and his supporters have an incredibly resourceful website that provides additional information, over 1000 relevant articles, tools, assessments, and more. You can learn more at www.performance-appraisals.org. No information, registration or fees required for this site.Works CitedBacal, Robert. Manager's Guide to Performance Management. 2nd ed. vol. 1. New York: McGraw-Hill, 2012. Print.