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Located in Kathmandu, Siddhartha Technologies is a profit organistation which offer new ideas about ICT, Providing some training, providing information about ICT all around the Nepal who don't know about ICT, software development and consultancy services to different companies and organizations. We are specializing in web application design, programming, database design and administration, making desktop base software (college, Hospital, Hostel, school) and network administration. We service our clients more effective and power full software all around the world.
Our commitment to innovation keeps us focused on the future and being ready at every level to service change. Help customers improve our company performance by providing world-class solutions via business and IT capabilities that leverage our globally integrated team of thought-provoking, passionate professionals. We develop quality software solutions utilizing ideas, people and technology(Metaoption, no date.)
Make society to known about ICT and Its future scope
Our focus lies on the benefit to the customer
Openness and reliability
Quality and accuracy
Proximity to customers
High software usability and reduction of training periods
Flexible, tailor-made solutions for each client
1.4Five specific objectives
To become a process driven company, following the industry standards and benchmark.
To become a global company, catering to transnational customers.
To provide quality services and always be customer centric.
To become the leading player in the Nepalese software industry.
To protect shareholders interest in the company, and ensure fair returns on their investment.
2.1According to the member of Siddhartha Technologies , my role is to develop prefect an appraisal system for our organisation to handle the overall system of the organisation. First I will like to clearly, many mangers adopt appraisal systems just because other organisations have them or perhaps because it is seen as the right thing to do. This can mean that a business operates an appraisal system that does not fit its needs. Also, people are often unclear about what it is that appraisal actually does. For most people with experience of appraisal, it is inevitably linked with problematic issues such as pay awards or difficulties with performance. Perhaps this contributes to the confusion. Very few managers are 'naturally' good in appraisal.
We can see different types of Appraisal system. They are given below
Performance appraisal is the assessment of an employee's job performance. Therefore performance appraisal is the systematic and objective way of judging the relative worth or ability of an employee performing his / her tasks. The P.A system helps us to identify those who are performing their assigned tasks well and those who are not and the reasons for such performances.
They focus more on observable aspects of performance. The actual behavior and actions of an employee which is exhibited in a job are assessed. Behavioral appraisals measure specific, observable aspects of performance-being on time for work, for instance-although making the evaluation is still somewhat subjective.
Tend to me more objective. They focus on results such as sales, volumes, units produced or profits earned. One approach to results appraisal is MBO, Management by Objective
Trait appraisals are ratings of such subjective attributes as "attitude," "initiative," and "leadership." Trait evaluations may be easy to create and use, but their validity questionable because the evaluator's personal bias can affect the ratings.
360 degree Feedback
In a "theater in the round," the actors in a dramatic play are watched by an audience on all sides of them-360 degrees. Similarly, as a worker, you have many people watching you from all sides. Thus has a risen the idea of the 360-degree assessment, or 360-degree feedback appraisal, in which employees are appraised not only by their managerial superiors but also by peers, subordinates, and sometimes clients, thus providing several perspectives.
As member we have to recommend performance appraisals because Performance appraisal is a management control tool and a formal management procedure; it is part of the larger process of performance management (Edmonstone, 1996). It should not be perceived as the core of performance management, as it feeds into the larger concept in relation to other activities and should not be addressed as performance management in itself. Performance appraisal goes beyond the formal assessment of how well employees are performing their jobs to the formal communication of the organizations missions and goals, a foundation on which to establish informal channels of communication, a method on which to base organizational rewards and a tool to improve the performance of each and every employee within the organization (Desselle 2009). There are numerous texts as to the definition of performance appraisal. DeVries et al., (1981) defined performance appraisal as the process that allows an organization to measure and evaluate an employee's behaviour and accomplishments over a specific period of time. Performance appraisal in organizations is geared towards the future and it is developmental in nature. Bowles and Coates (1993) defined performance appraisal as performance expectation, identifying training and development needs, career counselling, succession planning improving individual and to determine promotion. Moon (1993, p. 8) went ahead to define performance appraisal as a formal documented system for the periodic review of an individual's performance. Marchington and Wilkinson (1996) describe it as a cyclical process: determining performance expectations; supporting performance; reviewing and appraising performance; and, finally, managing performance standards.
That way performance appraisal system is the best way to developed our organisation. Over the years interest in performance appraisal has increased, the practice of informally evaluating employees has been on for centuries. Grint (1993), Traces it back to Chinese third-century practice of Sun Yu a Chinese philosopher. In United States, formal performance appraisals started in the military when an army general submitted an evaluation of his men ranking them in as "a good-natured man" or "a Knave despised by all" (Bellows and Estep, 1954). The first organizational application of performance appraisal in the United Kingdom according to Randall (1989) was at the Robert Owen's textile mills where a system called the 'Silent Monitor' which is a four sided wooden block with different colours was used to evaluate employees. In the 1950s, performance appraisal was used to evaluate employees past performance in the organization over a period of time. It was a tool for justifying employee salaries, determining rewards, pay rise or pay cut of past performance of employees. It is past orientated, pays no attention to training and development, career development and possibility of an employee.
SWOT Analysis of Siddhartha Technologies
SWOT is a tactical planning process that analyzes objectives from side to side two internal and two external variables: Strengths, Weaknesses, Opportunities and Threats (SWOT). The methodology may be applied to our organsitation with clear objectives, as well as the software development. SWOT analysis begins with research into the software development as it relates to possible business objectives. This includes spirited data for the software development, including a full sympathetic of our organization's structure and status.
Good with databases and analysis
Experience of overseas selling
Interested and passionate about data analysis and trending
Good balance sheet
Reselling a product is quick - no product development required.
Currently have a small customer base with few customers with time to analyse their data
No other vertical market - would need to find one!
Only receive a percentage of sale - question about potential profitability
Lots of potential competition - from established products...'we already have one of those thanks'
Need 'good paying customers to prevent cash flow issue - having pay software vendor before the client has paid.
Credibility with large corporations or organisations - little direct experience of big BI projects
Create an 'Add On' to existing Products or Services
BI software is a growing market
Use the product to find new application areas for company area
Use product to find new vertical market for a new base product.
Offer Consultancy and Training
Initial cost of sale recovered over time by further sales of the product to the same account.
Current trends in industry and commerce to reduce costs - great need for data analysis
Vendor changes selling policy and drops resellers
Bad product release spoils product image...and effects the ability to sell
Company resource is drawn away from current high value added (high profitability)activities to this lower value added (low profitability) activity.
Competing with vendors own sales teams and other more local resellers
Now, we have to make Action Plan which will help our organization for next three months.
This is a negotiation between the individuals tasked with solving the problem and the individuals who over-see their work. Fundamentally, the parties need to come to an agreement on what a solution to the problem will look like. Are the overseers anticipating an implementation plan, a fully operational production line, a recommendation for capital investment, or a new product design? What metrics are considered important-cycle time, material costs, market share, scrap rates, or warranty costs? Complex problems may be broken down into mutually exclusive and collectively exhaustive components, allowing each piece to be addressed separately. The negotiation should recognize that the scope of the problem that is defined will drive the resource requirements of the problem solvers. The more focused the problem definition, the fewer resources necessary to generate a solution. Finally, the time frame for problem analysis should also be established. Many business problems require an expedited or emergency response. This may mean that the problem solvers need to generate a temporary or interim solution to the problem before they can fully explore the underlying causes of the problem. Ensuring that the overseers recognize the limitations inherent in an interim solution serves to preserve the credibility of the problem solvers.
One of the main problems faced by management in our organisations is the need to maintain a competitive advantage. With the global economic climate it has been difficult for our organisations to keep up with rivals, let alone better them. Corporate culture is one responsibility that management needs to adhere to because it is vital when we want to succeed in business. It creates a sense of innovation and productivity as opposed to a more negative culture which may stifle employees and detrimentally affect job gratification. In addition, managers have a huge responsibility for guiding the organisation in the right direction as they are the prime decision makers. Managers have to make the plans and organise their employees and resources in order to put the organisation in a direction that will grant them success. Most modern management take on a strategic management style which initially states the main aim of the particular mission which follows by the processes that will be carried out on a day-to-day basis.
Furthermore, one of the most important aspects that a good manager requires is solid communication skills. It is very likely in business that we are going to come into contact with conflicting styles of communication, however it is the manager's job to be aware of this as well as own style. Manager need to be able to enforce their own style of communication while being able to adapt to others, especially if they are consulting with other organisations and companies. (management.blurtit.,no date).
Two major problems faced by management are
1: How to deal the labour union:
The labour is the group of people working for the betterment of the employees working in the organization. The management has to decide that how to full fill the demands of the labour union in respect of salaries, bonuses, insurance, medical allowances, fringe benefits etc.
2: How to compete in the market:
Various decisions for example how to charge the price, how to place the product, how to promote the product has to be taken by the management and they try to solve these problems in a best manner.
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