is really no getting around the fact that whenever I evaluate one of my people, I stop and think about the impact-the ramifications of my decisions on my relationship with the guy and his future here. I'd be stupid not to. Call it being politically minded, or using managerial discretion, or fine tuning the guy's ratings, but in the end I've got to live with him, and I'm not going to rate a guy without thinking about the fallout. There are a lot of games played in the rating process and whether we [managers] admit it or not we are all guilty of playing them at our discretion.

No abstract

States that the twenty-first century has brought with it the global marketplace, and with it unparalleled business opportunities which have competitive pressures. Discusses how organizations can use management education to create competitive advantage. Concludes that management education and development is essential in order for an organization to remain competitive.There is no doubt about it that effective management training and education can help an organization create competitive advantage . . . . When your leaders are properly trained and supported, a lot of good things can and will happen . . . and sadly, the converse is also true as well (Fortune 500 Director of Organizational Learning and Development).

The purpose of this research is to review the perceptions of 359 front‐line management personnel as to why their organizations fail to achieve desired results and to draw lessons for organizational practice on how to prevent failure and improve organizational performance. Managers from 30 organizations were asked to rate the impact that 25 different performance factors have on their ability to get desired results. The results of the study identified a variety of people and leadership factors as the primary causes of poor performance, while factors such as technology, finances, and government regulations ranked significantly lower in the rankings.