Organising and Staffing Programmes and Projects - Afforestation, Reforestation and Forest Restoration in Arid and Semi-arid Tropics - page 209

Table 8.5 Evaluation of programme director's performance
Name of project director Year

Sr. No. Factor/aspect Multiplier Level Score

1 Score of plantations/nurseries managed 5

2 Size of programme 3

3 Time spent in field 3

4 Punctuality and promptness in work 1

5 Intelligence and aptitude 4

6 Willingness to learn/innovate 3

7 Industriousness 2

8 Discipline and integrity 5

9 Conduct and courtesy 3

10 Motivational aptitude and co-operation 4

12 Ability to supervise and guide 3

13 Ability to follow up and monitor 3

14 Leadership skills 5

15 Vision 5

16 Values 4

17 Planning ability 5

18 Handling of crisis and unforeseen situations 2

19 Personnel management capability 4

20 Handling of financial management 3

22 Knowledge of plantation and nursery work 3

23 Project formulation ability 4

24 Project evaluation skills 5

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to the people and listening to them. He understands that it is not easy to communicate
things to people, nor is it easy to understand and judge their viewpoints fairly.
A leader should prepare a follower for his position with an open mind. Each one
in his team should be a potential candidate for his position. His approach should
be so spontaneous that people should think of the successor as a natural choice. It
gives continuity to leadership, though propagating one's own ideas should never be
justified in the name of continuity. The only lasting things in an organisation are the
values and the goals of the organisation. The leader's vision should be futuristic,
great, maybe grand, but still founded in realities and directed towards the basic
goals and values of the organisation. Ultimately, even the leader is subservient to the
interests of the organisation.