Analysis of Cango

Topics: Performance appraisal, Management, ManaGeR Pages: 5 (1480 words) Published: January 11, 2012
Arlene Lewinson
DeVry University
Senior Project SPRB 10
Professor Nicholas Jwayad
May 30, 2010

Individual Analysis Report for


Presented By: Arlene Lewinson
Team A: AVTAM Consulting Team

Week 5 Individual Analysis of CanGo

Performance appraisals is a tool used by CanGo employees and managers where they can communicate by sharing ideas, opinions and information; however, the managers are usually put in the position of being the judge of the employee. ( As I reviewed this week video lecture I found that, a great number of employees are cynical about performance appraisals because the merit increase that is tied to the appraisal is trending downward; therefore employees feel that there isn't any use in putting a great deal of effort into the performance appraisal because there is not much of a reward. This is one of the biggest challenges put forth to managers: getting employees more involved in the performance appraisal process so that they feel like it is as important as the job they do every day. S.W.O.T Analysis

The information used to develop this analysis was taken from the visual analysis performed on recorded episodes depicting employees performance appraisals. The observations will be separated into internal (Strengths and Weaknesses) and external (Opportunities and Threats) issues. After doing extensive research on performance appraisals I've found a few areas of improvement that I feel managers should develop in order to make the process more efficient.

Strength CanGo should make communication a two-way street , It is vitally important for the employee to feel a part of this process and to buy into the process that not only could lead to a merit increase, but, more importantly, to he/she being a better employee, i.e. more knowledgeable, efficient and prepared to do their daily tasks and more. In order to do this, the manager must give the employee ample time, but with a deadline, to complete his/her part of the appraisal. Then and only then will the manager structure his/her responses to what the employee has reported and then add more if the employee isn't complete enough in his/her notations. It's important to remember that employees need to see this as a growth tool to help them succeed. ( Training and development are strengths that successful companies posses. Utilizing the skills that each staff member brings can help CanGo become a bigger success story across the country and not just in Hudson Valley. These strengths also lead to CanGo’s weaknesses as a company.

These preliminary episodes also showed many of CanGo’s weaknesses, CanGo managers do not realize that what they say doesn't always match their actions. "Upward assessments can help managers to keep their words and actions consistent, while showing areas where managers can improve their performance. This can greatly increase their credibility." ( Managers use the performance appraisal to give positive and negative feedback once a year; however they don't always follow through throughout the year. We're guilty of not having time to deal with issues as they arise and aren't always as diligent about following through on issues that need attention. During the performance appraisal, managers tend to have a different outlook than during the previous year so how they act in that meeting can be totally different than how they react throughout the year. In order to rectify this, managers need to be more in tune to their own ways of thinking and sharing on a daily basis instead of once a year. A monthly one-on-one meeting with the employee, even if there is not much to discuss will keep the communication lines open and allow the employee to voice issues and ideas. In turn, having the employees fill out upward assessments on the managers can only assist the manager in learning about themselves and understanding how they are seen in the eyes of their employees an advantage across...

References:, Alternative performance reviews, All material is copyright © 2001-2005, Toolpack Consulting, LLC. Retrieved May 28, 2010 from, Five Ways to Tell If Your Performance Appraisal System is Working, by Joan M. Rennekamp, Web Site Copyright © 2000-2007, Rothgerber Johnson & Lyons LLP. Retrieved May 29, 2010 from
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