Helen Gerrard, MG Corporation Board Director (2012), explains how MG Corporation is governed She talks about how it’s changed over time and how it represents different groups through the Dawang Council “Wi...
A performance review for an organisation’s top manager
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Home
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01 Understanding governance
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02 Culture and governance
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03 Getting Started
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04 Leadership
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05 Governing the organisation
- 5.0 Governing the organisation
- 5.1 Roles, responsibilities and rights of a governing body
- 5.2 Accountability: what is it, to whom and how?
- 5.3 Decision making by the governing body
- 5.4 Governing finances and resources
- 5.5 Communicating
- 5.6 Future planning
- 5.7 Building capacity and confidence for governing bodies
- 5.8 Case Studies
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06 Rules and policies
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07 Management and staff
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08 Disputes and complaints
- 8.0 Disputes and complaints
- 8.1 Aboriginal and Torres Strait Islander and non-Indigenous approaches
- 8.2 Core principles and skills for dispute and complaint resolution
- 8.3 Disputes and complaints about governance
- 8.4 Your members: Dealing with disputes and complaints
- 8.5 Organisations: dealing with internal disputes and complaints
- 8.6 Practical guidelines and approaches
- 8.7 Case Studies
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09 Governance for nation rebuilding
- Governance Stories
- Glossary
- Useful links
- Acknowledgements
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A performance review for an organisation’s top manager
07 Management and staff
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A performance review for an organisation’s top manager should focus on identifying their real achievements and contributions to outcomes, along with taking into account uncontrollable obstacles, in areas of their:
- roles and responsibilities
- corporate leadership and administration
- management of staff
- relationship with and support of the governing body
- accountability and reporting
- external relations
- planning and implementation
- financial, asset, infrastructure and resources management
- business management
- fundraising efforts.