Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success.

In many parts of the world public enterprise is in crisis. Privatisation programmes are being widely touted as the solution to many of the problems of inefficiency and slow rates of growth associated with public enterprise. This book discusses the underlying causes of those problems, and critically examines some of the solutions that have been adopted. Its geographical coverage is wide and it cuts across the political spectrum. The experiences of countries in four continents are analysed in an attempt to shed light on current dilemmas. Recurrent patterns are found; problems are frequently seen to be political as much as economic, and bureaucracy and administrative confusion is often found to be at the heart of poor financial performance.Yet since political aims, economic environment, and administrative and managerial capabilities vary so widely, universal solutions remain more difficult to define than universal problems.

Performance evaluation is not a simple task in private enterprises and it is all the more complicated in public enterprises. This paper emphasizes three main points: (a) a public enterprise must be evaluated; (b) a public enterprise must not be evaluated like a private enterprise; and (c) a public enterprise should be evaluated by starting with private profit and making a series of adjustments to make it fair to the nation and to managers. This paper suggests introducing a signaling system which consists of three major components. The first is a performance evaluation system, in which national goals are translated into explicit enterprise objectives and quantified in a performance criterion. The second is a performance information system, in which actual achievements are monitored. The third is an incentive system, in which the welfare of managers and workers is linked to national welfare by a pecuniary or non-pecuniary bonus system based on achievement of particular target values of the criterion variables. The paper proposes a phased system of implementation stressing how performance evaluation must be the product of an evolutionary process involving both enterprise managers and government supervisors.

With contributions from nearly 80 international experts, this comprehensive resource covers diverse issues, aspects, and features of public administration and policy around the world. It focuses on bureaucracy and bureaucratic politics in developing and industrialized countries and emphasizing administrative performance and policy implementation, as well as political system maintenance and regime enhancement. The book covers the history of public administration and bureaucracy in Persia, Greece, Rome, and Byzantium and among the Aztecs, Incas, and Mayas, public administration in small island states, Eastern Europe, and ethics and other contemporary issues in public administration.

Study with particular reference to Punjab, India.

This study is a collaborative effort between officials and researchers from the transitional economy of Vietnam and researchers from the market economies of Japan and ASEAN.The first section covers aspects of the reform process undertaken in Vietnam as perceived by Vietnamese officials and scholars, and includes rare data and statistics. Section two deals with relevant aspects of the process of deregulation, liberalization and privatization experienced in Japan and the ASEAN countries. The final section provides recommendations for consideration by Vietnam’s economic reform planners. Vietnam became a member of ASEAN on 1 July 1995. This study can possibly contribute to Vietnam’s integration into the ASEAN economies.

Frustration with the performance of State-owned enterprises (SOEs) has led to two rounds of reform: the first round, from the 1960s through the 1980s, attempted to improve SOE performance while maintaining public ownership while the second, beginning in the late 1980s, viewed privatization as the answer. Interest in the earlier round of reform has increased recently as controversy has slowed or halted privatization in many countries, especially for SOEs providing infrastructure services that are basic to everyday life and are thought to have elements of monopoly. This paper reexamines the earlier round of reforms, focusing particularly on efforts to increase the firms' capacity with infusions of human and physical capital, to strengthen managerial incentives through performance contracts and corporatization and to alter the mix of political and economic forces that impinge on the firm by strengthening the involvement of taxpayers, customers or private investors. The review suggests that these earlier approaches generated only modest success but that some of them, selectively applied, may be helpful in improving the performance of infrastructure firms that remain in public hands.