Performance management: is it enough?

Performance management literature often presents a 'how-to', discussing solitary concepts and practices that are labelled as keys to optimisation. When coupled with lay literature and performance management software, these solitary concepts incorporate a cookbook approach that nullifies the complexity of those humans who are being managed. This article examines management from a different perspective in exploring management's many facets using the example of one practitioner (AM) to highlight the need to recognise the complexities found in a holistic approach to effective and efficient management. These complexities require the recognition of multiple aspects of the personality of the management as well as the actions of the manager and the organisation.