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The organization has these and it helps to bind the members of the organization together. We see someone with a company shirt at the football game, we say "hi," because we're all working together. It is the same thing with high performance teams. Everybody works together, so the team needs its own culture to help motivate itself -- it is an organizational subculture that makes the high performance team something special. You can put anything into the organizational culture that you want. You can build in that drive for superior performance, to be the best. I always want to do that. You can build in a code of ethics -- we do that at the corporate level now. The other thing you can do is to blend the team culture with the overall organizational culture. That team subculture can bleed into other areas of the organization, creating a shift in…
From the beginning there must be an acknowledgement, on diverse teams, of different workers communications styles. Self-awareness and awareness of others is crucial rather than willed ignorance and the ignoring of such differences. For example, when a woman knows that her tendency to say 'I'm sorry' is often misinterpreted by her male colleagues, she is less likely to use this method of communication in a reflexive manner. Likewise, a colleague from a highly confrontational culture or region of the country does not have to adopt a new persona, but can operate with the awareness that his or her abrasive style is not universal to the work team and he or she might have to be quiet for a moment after speaking, before a less confrontational colleague fills the silence with an opinion, a critique or an idea.
Self-awareness exercises regarding communication style differences and assumptions before the actual project is…
Tannen, Deborah. (11 Dec 1994) "The Talk of the Sandbox; How Johnny and Suzy's Playground Chatter Prepares Them for Life at the Office. The Washington Post, Retrieved 21 Feb 2005 at http://www.georgetown.edu/faculty/tannend/sandbox.htm
Millet, Joyce, (1994) "Understanding American Culture." Cultural Savvy. Retrieved 21 Feb 2005. http://www.culturalsavvy.com/understanding_american_culture_2.htm
Group Can Become a High Performance Team
esearch has shown that the key factor to the performance of an organization lies in its culture. Factors like the dynamics of change, new technologies, demands of customers, diversity of the workforce, business model challenges, stiff competition, expectations of the shareholders, reducing cycle times, and changing work ethics tend to pull an organization in several directions. This makes the requirement of a bond in the form of a strong culture all the more relevant. So, good organizations attempt to bring people towards a deeper sense of purpose by bringing together the intangible leadership issues that make up their unique character. These powerful emotions are made realistic by the strong implementation of management processes and systems that convert ideals into actions. This requires the creation of high performance teams. (Building a High Performance Culture)
The reason why the staff in an organization needs to…
"Building a Diverse Workforce to Serve Diverse Clients" (October 2004) The Compass. Retrieved from http://www.mentor4inc.com/Newsletter/compass/building-diverse-workforce.shtml Accessed on February 12, 2005
Clemmer, Jim. "Building a High Performance Culture" Retrieved from.
http://www.clemmer.net/speaking/bhpc.shtml Accessed on February 12, 2005
Kotter, John P. (1996) "Leading Change" Harvard Business School Press. Retrieved from http://www.opm.gov/perform/articles/2000/aug00-5.htm Accessed on February 12, 2005
H3. The higher the domestic market competition, the more likely the organization use of high performance organizational practices.
H4. The higher the international market competition, the more likely the organization use of high performance organizational practices.
H5. The higher the domestic market competition, the less likely the organizations adopt bureaucratic structure.
H6. The higher the international market competition, the less likely the organizations adopt bureaucratic structure.
H7. The higher the percentage of organizations adopting bureaucratic structures in an industry, the more likely the organizations adopt bureaucratic structures in the same industry.
H8. The higher the percentage of other organizations adopting high performance work practices in an industry, the more likely the organizations adopt high performance work practices in the same industry.
The researcher has chosen to use the 1996 -- 1997 data set from the National Organizations Study (NOS) that is based on a series of computer-assisted telephone…
Yang, S. (2008). Bureaucracy vs. high performance: Work reorganization in the 1990s. Journal of Socio - Economics, 37(5), 1825.
High Performance in a Learning Organization
Every business must have a specific, routine way, through which it conducts its daily operations. Often times, the people at the head of the organization must take into account various personalities, modalities of work, etc. In order to ensure that the organization both functions smoothly and attains its goals. Often as well, routine operations must be rethought in order to be recreated in a more creative, more productive way. In order to attain all these elements successfully, heads of enterprises must be thorough and organized and must be part of a fantastic team, as well as recognize various elements that can enable them to be as such, as well as enable them to lead a better performing organization with smoother processes of work. This paper will elaborate on the subject, and will focus specifically on the elements of high performance in teams and in…
Katzenbach & Smith. (2009). "Qualities of High Performance Teams." Team Building. Retrieved, http://www.teambuildingportal.com/articles/team-performance/qualities-high-performance-teams .
Lear, G. (2009). "Dynamics of High Performance Organizations." Resource Development Systems. Retrieved, http://www.rds-net.com/articles/The%20Dynamics%20of%20High%20Performing%20Organizations%202009.pdf .
Holmberg et. al. (2008). "The High Performing Learning Organization." Vital Enterprises. Retrieved, http://www.vitalentusa.com/learn/the_hplo_model.pdf .
A sense of democracy, treating worker with respect by compensating them fairly rather than using airy slogans about being a team player and sacrificing for the good of the collective, valuing the quality of employee's ideas more than the employee's place in the corporate hierarchy, and thinking outside of the traditional box of how an organization operates are all characteristic of Google. Google is a high-performing workplace because it makes employees want to perform to a high standard, rather than tries to compel them to obey.
A high-performance workplace is defined as a company with 'a flatter and less hierarchical organization structure; a willingness to adopt new working practices; an emphasis on empowerment and teamwork; and high levels of employee participation and learning" (High performance workplace, 2010, Business dictionary). Google embraces all of these strategies and approaches, but it is perhaps its emphasis on organizational learning, from its generous tuition…
High performance workplace. (2010). Business dictionary. Retrieved February 24, 2010 at http://dictionary.bnet.com/definition/high-performance+work+organization.html
Top ten reasons to work at Google. (2010). Google. Retrieved February 24, 2010 at http://www.google.com/international/en/jobs/lifeatgoogle/toptenreasons/
According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to market medical devices or telecommunications equipment in Europe, where more than 20,000 companies are currently registered (Barnes, 1998. According to this analyst, "In the U.S., suppliers to the electrical, chemical, and nuclear industries are expecting certification to become mandatory. The number of ISO 9000 registrations is doubling every nine to 12 months in the U.S., from 100 in 1990 to 4000 in 1994" (Barnes 1998, p. 24).
What is typically referred to as the ISO 9000 standard are actually comprised…
Barnes, F.C. (1998). ISO 9000 myth and reality: A reasonable approach to ISO 9000. SAM Advanced Management Journal, 63(2), 23.
Lorsch, J.W. (1986). Managing Culture: The Invisible Barrier to Strategic Change. California Management Review, 28, 95-109.
Madu, C.N. & Kuei, C. 1993, "Strategic Total Quality Management (STQM)," in Management of New Technologies for Global Competitiveness, C.N. Madu, Quorum Books, Westport, CT.
Simmons, B.L. & White, M.A. 1999, "The Relationship between ISO 9000 and Business Performance: Does Registration Really Matter?," Journal of Managerial Issues, 11(3), 330.
Organize a regular meeting.
A regular meeting is strategic way to monitor the progress of the team. Through meetings, any existing problems can be discussed for an immediate resolution. In this way, if there are dependencies of tasks, the other tasks can be prevented from being affected by the problem.
Create some rules that can guide the workflow of a team.
Following some work rules within a team won't do any harm. The provision of work rules is one way of maintaining discipline and a proper workflow within the team.
Promote team responsibility.
Encourage every member to take responsibility of the tasks assigned to him. It is ideal if each member would strive to become an example to the other team members. This can be done by meeting the tasks requirements, as well as completing the tasks on time. It can be helpful to introduce a reward after meeting the…
Becoming a Manager of a High-Performance Work Teams.
2002. Virtual Advisor Online. 2004. http://www.va-interactive.com/inbusiness/editorial/hr/ibt/become_m.html
Strategies for Developing an Effective Team.
1998. MSH Online. 2004. http://erc.msh.org/quality/ittools/ittipstm.cfm
A special category within demographic characteristics is the presence or absence of a person with a disability in the team. This kind of individual difference is included to provide insight that disability/ies do not hinder individual performance within a team; in fact, an individual with disability perform as efficiently as those individuals who are non-disabled. This distinction encourages employers to hire disabled workers because they serve as good motivation and inspiration for the team to perform their tasks satisfactorily.
eyond demographic characteristics, cultural differences operate more strongly to influence and affect the creation and development of a high performance team. There are five differences that exist within the broader category of cultural characteristics: competency, personality, value, attitude, and perceptual differences. These differences center on the internal aspect of team diversity, wherein the behavior of each member is gauged based on their cultural characteristics.
Competency-based difference looks into the work performance…
Lindorff, M. (2001). "Social relationships and social support among Australian managers." Work and Stress, Vol. 15, No. 3.
Schermerhorn, J. et. al. (1995). Basic organizational behavior. NY: JohnWiley & Sons, Inc.
The Shared Information Principle is also the most reliant on technologies, with the Human esource Information Systems (HIS) and communications technologies being the most crucial within this specific principle.
The Principle of Knowledge Development
The most strategically important aspect of any HPWS, this principle is where the greatest value is delivered to an enterprise. Knowledge Development is heavily dependent on the training aspects of an organization, including instruction in broad skills, cross-training, problem solving and team training. This phase is also heavily dependent on gain sharing, profit sharing and skill-based pay. Its most important aspect from a workflow standpoint is the development of empowerment, another aspect of effective transactional leadership (Fitzgerald, Schutte, 2010).
This is where the highest performing HPWS concentrate their efforts, creating a very high level of personal ownership of knowledge capture, classification, taxonomy definition and knowledge sharing (Wood, de Menezes, 2011). This is also the principle that…
Boxall, P. (2012). High-performance work systems: What, why, how and for whom? Asia Pacific Journal of Human Resources, 50(2), 169.
Birasnav, M., Rangnekar, S., & Dalpati, a. (2011). Transformational leadership and human capital benefits: The role of knowledge management. Leadership & Organization Development Journal, 32(2), 106-126.
Jorg Felfe, & Schyns, B. (2004). Is similarity in leadership related to organizational outcomes? The case of transformational leadership. Journal of Leadership & Organizational Studies, 10(4), 92-102.
Fitzgerald, S., & Schutte, N.S. (2010). Increasing transformational leadership through enhancing self-efficacy. The Journal of Management Development, 29(5), 495-505.
Teams provide inducement to work in a set up. Functioning as a group ensures effective and proficient performance of the jobs. This facilitates harmonization with different team members and also results in dissemination of the ideas and knowledge among them. (Teams and Teamwork) The convention of functioning in groups is more and more common in different types of organization. The members from different department are taken together to form teams with a view to encouraging cooperation among them in solving the problems and harmonizing new programs and new processes and also to be employed in the secular planning efforts. With a view to unite all the key personnel so as to increasing the productivity, increasing the associative-ness and enhancement of quality and proficiency the forming of interdisciplinary and diverse functional teams are constituted. Simply placing the people in teams however, do not ensure the effectiveness of the team. It is…
"Building High Performance Teams" Retrieved from http://www.lynco.com/team.html Accessed on 14 November, 2004
Chatman, Jennifer A; Polzer, Jeffrey T; Barsade, Sigal G; Neale, Margaret A. (December, 1998) "Being Different yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes" Administrative Science Quarterly. Volume: 12; No: 1; pp: 37-43
Dakhli, Mourad; Khorram, Sigrid; Vora, Davina. "Cultural Diversity, Information Pooling, and Group Effectiveness: A Network Approach" Retrieved from www.faculty.fuqua.duke.edu/ciber/programs/pdf/dvora.pdf Accessed on 14 November, 2004
Katzenbach, Jon R; Smith, Douglas K. (March-April, 1993) "The Discipline of Teams" Harvard Business Review. Volume: 71; No: 2; pp: 111-120
Sustain High Performance Public Organizations
Highly Interdependent Work
Why? Because We LUV You. Different types of work and the organization of types of work have been studied by those interested in business leadership and organization development for decades. When a categorically new business emerges on the scene, or when a mature business invents a strikingly effective new approach to business, the textbooks and Harvard Business Cases get dusted off and circulated anew. Such is the case with the study of Southwest Airlines, a company that turned the airlines business on its head -- or rather, on its hub and spokes orientation -- by developing a more efficient and economical way to approach the business of domestic airlines (Goudreau, 2007). Southwest isn't necessarily an innovative company, but it has worked to establish systems that work and then has diligently protected those systems. The company's determination to stick with what works against…
Braneatelli, J. (2008, July 8). Southwest Airlines' seven secrets for success. [Web]. Wired, Cars 2.0: Future Transport. Retrieved http://www.wired.com/cars/futuretransport / news/2008/07/portfolio_0708
Gittell, J.H. (2003). The Southwest Airlines Way: Use the Power of Relationships to Achieve High Performance. New York, NY: McGraw Hill.
Gittell, J.H. (2010). Relational Coordination: Guidelines for Theory, Measurement, and Analysis. The Heller School for Social Policy and Management. Waltham, MA: Brandeis University. Retrieved http://jodyhoffergittell.info/content/rc.html
Goudreau, K. (2007). Hub and spoke system: A good idea…again. Retrieved http://www.burnsmcd.com/portal/page/portal/Internet/Content_Admin/Publications%20Repository/Aviation%20SR%20Link%20Repository/Article-HubandSpokeSystemAGoodIdeaAgain.pdf
Managing High Performance
A familiar challenge for any expanding enterprise is how to find and manage the highest potential employees who can over time mature into leadership positions. While there are always more applicants that positions available in senior management, the task of any leadership team is to accurately and with insight find those employees with the greatest potential of success (uggiero, 2008). From the very informal succession planning techniques small businesses use that are tantamount of planning sessions, to the much more rigorous and thorough high potential employee development programs, there is a very wide variation in approach and results (Bloch, 1996). The intent of this analysis is to provide a small, rapidly growing company with insights into how best to manage the dilemma of having 50% of its workforce looking to advance their careers with a limited number of positions available while also giving the majority of employees…
Bloch, Susan. (1996). Coaching tomorrow's top managers. Employee Counseling Today, 8(5), 30-32.
Kevin S. Groves. (2007). Integrating leadership development and succession planning best practices. The Journal of Management Development, 26(3), 239-260.
Ruggiero, J. (2008). Identifying and Developing High Potential Leadership Talent. Journal of Personal Finance, 7(2), 13-33.
Spatial tracking systems that make banks' floor plans and product positioning more effective;
5. Intelligent interactive displays that reflect the interests of the watcher;
6. Use of wireless tablet personal computers (PCs) for client interviewing; and,
7. Videoconference virtual experts for collaborative selling (56).
The same features that characterize high performance banks in their brick-and-mortar operations appear to relate to the use of technology as well, with the best performing banks having identified the optimum mix of services for the markets they serve. For instance, Grasing reports that, "Banks are taking a variety of approaches in implementing technology to make improvements in retail delivery. The methods differ, depending on the bank management's mindset toward the purpose of the software and its valued place in the new business or service delivery processes" (3). The main point in this area is that high performance banks apply technology in ways that help minimize…
Bielski, Lauren. (2007). "Today's Elements Tomorrow's Branch: The Branch Was Supposed to Phase out. It Hasn't and May Never. What Will the Branch of the Future Feature? Self
Service and Collaboration." ABA Banking Journal 99(6): 55-57.
DePrince, Albert E., William F. Ford and Thomas H. Strickland. (1999). "The New High
Performers Stretch Their Lead." ABA Banking Journal 91(11): 36.
Analysis of Self-Managed Work Teams
The autonomy of work teams has increasingly become a necessity in many enterprises who rely on a depth of expertise, experience and wealth of knowledge that their knowledge-rich employees provide (Roper, Phillips, 2007). Given how complex, diverse and deep specific areas of expertise are in the core functional areas of any business, it isn't possible for a single manager or leader to have an expert-level command of all expertise. This makes the formation and successful functioning of a team even more critical, as a leader must create a culture of trust, openness and shared communication and collaboration. This is accentuated and made clear in the empirical studies of exceptional leadership of virtual teams across diverse cultural and geographic locations (Muthusamy, Wheeler, Simmons, 2005). The intent of this analysis is to critically evaluate the role of compensation programs for teams, the pros and cons of…
Adrian, N., & Snow, D. (2007). Quality tools, teamwork lead to a Boeing system redesign. Quality Progress, 40(11), 43-48
Leavy, B. (2012). Higher Ambition Leadership. Strategy & Leadership, 40(3), 5-11.
Muthusamy, S.K., Wheeler, J.V., & Simmons, B.L. (2005). Self-managing work teams: Enhancing organizational innovativeness. Organization Development Journal, 23(3), 53-66.
Power, J., & Waddell, D. (2004). The link between self-managed work teams and learning organisations using performance indicators. The Learning Organization, 11(2), 244-259.
Team Plan Strategy for Program Implementation
Success University (SU) a medium sized undergraduate institution located Southern California. SU offers Associates Bachelors programs Business, Psychology Education San Moreno campus online. SU decided launch programs Fall.
Strategies for as unified team
The members of the task force team will be selected internally to maintain the university culture and ensure that the team does not need training on the values, mission and vision of the university.
Strategies for as unified team
Including an already existing employee base will also boost their morale and ensure commitment to projects needs. The need for recruiting internally is because the ability of the faculty members is known and one can easily target them for an ideal position. The proposed members of staff to form the task force will also go through a vetting process from their colleagues. This will further go to advice the leader on the…
Balmer, J.M.T. (2001). Corporate Identity, Corporate Branding and corporate marketing European Journal of Marketing 34(4), 248-291.
Barney J.B., & Hesely W.S. (2008). strategic management and competitive advantage concepts and cases second eds. upper saddle river: pearson prentice-hall.
Lorenzen M. (2006). Strategic Planning for Academic Library Instructional Programming. Illinois West Publishing.
Michael A., & Jude K. (2005). Strategic Planning for Nonprofit Organizations. Second Edition. . Australia: John Wiley and Sons.
High Performance Working Definition
High performance working is defined as an overall approach to managing organizations that purposes to arouse employee participation and commitment so as to attain high levels of performance intended to improve the discretionary endeavor employees place into their work, and to completely utilize the skills and competencies that they possess (Belt and Giles, 2009). HPW is delineated as a term employed to outline a unique approach to management in the work environment with the main objective of maximizing organizational performance by making an investment in the skills and capabilities of employees (Belanger et al., 2002). Ashton and Sung (2002) outline that HPW takes into account the efficacious and effective utilization of the workforce, but with a significant focus on generating good quality work, instead of basically laying emphasis on making employees work harder. Giles et al. (2002) points out that the high-performance working approach is distinctively…
Team evaluation: MGI
Fundamentally, my team worked so effectively because of our common goals and determination to succeed. A critical component of creating our effective team was the drawing-up of a team charter. The charter listed team member strengths, duties, processes, ground rules, and above all a timetable of deliverables. Having a series of deadlines for small projects, rather than focusing on the single, final deadlines of the project forced us to keep in constant contact over email and have a consistent and ongoing dialogue about the preoccupations of the case study.
One of the challenges of being a member of a virtual team is that the distanced format can lack accountability, and people do not get a clear sense of the personalities of other team members. However, in the case of our team, we clearly bonded as a unit. The fact that Nicholas Payne was so prompt in getting…
People working teams achieve goals efficiently effectively people working '. Draw theories team design effectiveness give practical examples relating organisational/work University study experience discuss statement
Efficiency of team projects over individually handled projects
The current research project t is focused on the discussion of the following statement:
People working in teams always achieve their goals more efficiently and effectively than people working alone.
In order to address it, a twofold approach is implemented -- the review of the specialized literature and the analysis of the practical implications within a real life context -- the working teams at Wal-Mart. It is eventually concluded that the teams are indeed more efficient than individuals, but that the development and management of a team is a matter to be decided upon based on the unique particularities of every business situation.
Table of contents
2. Key issues / findings from the literature…
Alberts, D.J., 2007, A model of multidiscipline teams in knowledge-creating organizations, Team Performance Management, Vol. 13, No. 5/6
Armstrong, M., 2008, Chapter 05: Team building, Kogan Page Ltd.
Capozzoli, T., 2006, How to succeed with self-directed work teams, Super Vision, Vol. 67, No. 2
Castka, P., Bamber, C.J., Sharp, J.M., Belohoubek, P., 2001, Factors affecting successful implementation of high performance teams, Team Performance Management, Vol. 7, No. 7
High-performance teams are self-directed and empowered to achieve powerful results in a very short period of time. Team members will learn and grow as they work together.
Negative team members or malcontents are individuals who will come into the process already with a bad attitude and not agree with anything that is suggested. This can bring the entire team down. It is up to the team leader to reinforce the strengths of this individual and the purpose for his/her role on the team. The person should have the opportunity to address his/her concerns with an objective and non-judgmental environment. The leader should ask the person to give three reasons that are of most concern. Then narrow it to two, and finally to one. Then the leader can transfer to a more positive approach and ask the person to give ways to address the concerns. Positive group members keep an open…
orking Collaboratively a Team details paper file I provide: reflectionpaper.JPG view:, I enjoy working a group,'s experience working a team .
Although the concept of working as a team is generally accepted as a productive activity, some individuals often ignore the advantages coming along with team work because they consider that it is more important for them to be appreciated independently. Team work has been present in society ever since the beginning of humanity, as people realized that it was best for them to collaborate in order to perform certain activities. Similarly, particular acts seemed to be easier and more fruitful when only one individual was involved. hether team work is better than independent work largely depends on the conditions that one has to deal with at the time when he or she has to make the decision.
Complex activities normally require cooperation between several individuals, as it…
Hanlan, Marc, High Performance Teams: How to Make Them Work (Westport, CT: Praeger, 2004)
It is important to ensure that the team for any specific task comprises members who are knowledgeable and posses the required skills needed to carry out the task. Teams should also try to work across organizational boundaries/levels and break down internal barriers and deal with people and issues directly and avoid hidden agendas from both within the group and from external sources.
Prior to selecting team members, the purpose and the reasons for creating the HPWT should be clear to the entire management members deciding on the team creation. Teams without a definite goal and aim, will drift and fail, since no goal and objective is set or a final objective identified. Getting together individuals possessing special skills, talents or expertise in order to build a team is critical. Important skills for a team include: "technical expertise," "problem solving," "decision making," and "interpersonal skills." (Thompson, Aranda, Robbins, & Swenson, 2000)…
Adams, Christopher P. (2002). High Performance Work Systems" in U.S. Manufacturing. Federal Trade Commission,
Berry, L. (1981). The employee as customer. Journal of Retail Banking, 3, 1, pg. 25
Child, John. (2001). Trust -- the fundamental bond in Global Collaboration. Organizational Dynamics, 29, 4, 274-288
Connelly, Julie. (2002). All Together Now. Gallup Management Journal,
Over the last several years, the role of leadership delegation has been increasingly brought to the forefront. This is because of the continuing need to use these skills sets in achieving critical objectives. According to Lussier (2010) this is an essential tool that is utilized as a part of their position with him saying, "To execute both roles effectively is a challenge. It is not an easy task, given the high potential for conflicts and ambiguities. Leaders are held responsible for everything that happens in work unit. Yet, they are also required to delegate considerable responsibility and authority to their followers to empower them in resolving problems on their own. In effect, leaders are asked to train and develop followers, who may eventually want the leader's job." (Lussier 2010)
Over the long-term, this allows organizations to train other individuals who can easily fill these roles. This makes them stronger…
Bass, B, 1990, 'From Transactional to Transformational Leadership', Organizational Dynamics, vol. 20, no 3, pp. 19 -- 31.
Blanchard, K, 1996, 'How to get your group to perform like a team', Training & Development, vol. 50 no. 9, pp. 34-37.
Chong, E, 2007, 'Role balance and team development: A study of team role characteristics underlying high and low performing teams', Journal of Behavioral and Applied Management, vol. 8 no. 3, pp. 202-217.
Girrard, B, 2009, The Google Way, No Scratch, San Francisco.
As compared to carbon steel, the development of high speed steel has many advantages over carbon and is therefore more popular in high speed applications (lack, 2010).
This type of steel works due to several very important factors such as the type of metals used, high treatment temperatures and its ability to melt metals. eing an alloy that combines several metals, high speed steel can be kept hard even under extreme temperatures because the steel can provide heat resistance. The steel also remains hard even under intensive high temperatures due to the high temperature treatment.
This steel is an alloy which combines several metals such as tungsten, molybdenum, chromium, cobalt and others. The most commonly used type of steel in high speed steel products is tungsten. Nonetheless, various types and designations of high speed steel exist with each of these steels having their own special combinations. Due to its ability…
AllBusiness.com (1999), Growth of High Strength Steel In Auto Industry Outpacing Other
Materials, Association says, AllBusiness.com, viewed 4 April 2010
Autospeed.com (n.d.), High Performance Gearbox Steels, Autospeed.com, viewed 4 April 2010,
performance management? Performance management is the company's goals equal the employee's activities and outputs. Defining performance, it specifies which aspects of employee's performance remain relevant to the business through job examination. Job examination or analysis means getting detailed data concerning jobs. Measuring performance involves measuring said aspects through performance evaluation. Performance evaluation is a method for managing performance. After evaluations, employees gain feedback and learn whether their performance has been effective or not.
Typically, businesses perform the process of performance management annually. Most of the reviews are for individual performance management while others are for pay decisions or establishing training priorities. In recent times, numerous business are moving toward ore streamline, frequent performance reviews. When examining the model of performance management, one may look at organizational strategies, individual attributes, and situation constraints, which all go to individual behaviors. From there it moves on to objective results. The three main purposes…
Sullivan, J. (2015). How Google Is Using People Analytics to Completely Reinvent HR. TLNT. Retrieved 19 February 2015, from http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/
Whatmakesagoodleader.com,. (2015). Job performance appraisal. Retrieved 20 February 2015, from http://www.whatmakesagoodleader.com/Job-Performance-Appraisal.html#Contrast
The motivation that a team receives from the leadership will determine if the things that are to be done will be done by the team members and willingly so. Often there have been confusion of motivation to be equal to monetary reward or compensation, yet studies have shown that this is a very insignificant part and majority of the motivation is tagged on aspect like recognition, extra provisions like health cover, appreciation of effort made and delegation of duties. The project leadership needs to remove any obstacles or constraints that hinder their working, they need to have psychological safety and be treated fairly (Brown K.A. & Hyer N.L., 2010: Pp49).
A motivated team will ensure that there is synergy within the team hence have a common purpose and vision and the effect will be a faster achievement of results and higher performance in terms of quality. The factors…
Brown K.A. & Hyer N.L., (2010). Managing Projects: A Team Based Approach. McGraw-Hill Irwin.
McComick M., (2011). Top 10 Leadership Qualities of a Manager. http://www.mccormickpcs.com/images/Top_10_Leadership_Qualities.pdf
Mindful Management in Government Organization
Government organizations and agencies are expected to clearly state their vision, mission, values and to approximate where they intend to be or in other words what goals and objectives that they intend to accomplish both in the long- and short-term. Mindful management is investigated in this brief study to determine the efficacy of its use in managing the governmental organization.
eliability Themes in Mindful Management
The work of Weick and Sutcliffe (2008) reports that mindful management involves specific reliability themes, which are stated as follows:
(1) Mindful organizing lies at the heart of reliable functioning.
(2) Complexity is inherent in reliable organizing.
(3) Preoccupation with failure equals preoccupation with learning. (Weick and Sutcliffe, 2008)
Mindful Management Techniques
Mindful management techniques involve:
(1) Tracking small failures;
(2) esisting oversimplification
(3) emaining sensitive to operations;
(4) Maintaining capabilities for resilience; an d
(5) Taking advantage of shifting…
Weick, KE and Sutcliffe, KM (2008) Organizing for Higher Reliability: Lessons Learned from Wildland Firefighters Fire Management Today. Vol. 68, Spring 2008. Retrieved from: http://www.wildfirelessons.net/documents/FMT68v2.pdf
Gary, Loren (2011) 5 Keys for Mindful Leadership and High Reliability. Become a Leader 14 Apr 2011. Retrieved from: http://www.becomealeader.org/articles/how-high-reliability-organizations-create-mindful-leaders
Epstein, RM (1999) Mindful Practice. JAMA 1999;282(9). Retrieved from: http://jama.ama-assn.org/content/282/9/833.short
Team-based organization, there is often conflict with respect to the best way to motivate within the organization. Managers must decide between team-based motivation and individual motivation, and they must decide what type of motivation works best. In some cases, financial rewards are a good method, while others appeal to a sense of intrinsic motivation. This paper will study the issue of motivation in team-based organization.
esearch on team-based organizations
Pearsall, Christian and Ellis (2010) studied the use of hybrid rewards in teams. The authors hypothesized that hybrid rewards would be more effective than either individual rewards or shared rewards. They felt that this would be the case because of increased information allocation and reduced social loafing An approach that focused strictly on individual rewards would suffer because there would be no incentive to raise the level of the team, while team-based rewards only would lead to higher levels of social…
Pearsall, M., Christian, M. & Ellis, A. (2010). Motivating interdependent teams: individual rewards, shared rewards or something in between? Journal of Applied Psychology. Vol. 95 (1) 183-191.
Chen, G., Kanfer, R., deShon, R., Mathieu, J. & Kozlowski, S. (2009). The motivating potential of teams: Test and extension of cross level model of motivation in teams. Organizational Behavior and Hunan Decision Processes. Vol. 110 (1) 45-55.
Baldonado, A. (2013). Motivating Generation Y and virtual teams. Open Journal of Business and Management. Vol 2013 (1) 39-44.
Performance Measurement for Project Management
Every enterprise which employs a diverse and multifaceted workforce to facilitate organization, production, and service, from major international corporations to local community churches, utilizes a concept known as performance management to maximize their efficiency and effectiveness. The field of performance management has been defined by managerial researchers as a "strategic and integrated approach to increasing the effectiveness of companies by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors" (Armstrong and Baron, 1998), and the technique has been used since the 1970's by businesses seeking to improve their organizational results. For the sake of the MGM Grand Hotel and Casino's proposed luxury tour bus renovation project, it is essential to examine the complex issue of performance management from the varying perspectives of the different stakeholders involved, including the project's sponsors (MGM Grand Hotel and…
Armstrong, M., & Baron, A. (1998). Performance management: The new realities. London: Institute of Personnel and Development.
Dudek-Burlikowska, M., Szewieczek, D. The Poka-Yoke method as an improving quality tool of operations in the process. Journal of Achievements in Materials and Manufacturing Engineering 36/1 (2009) 95-102.
Schwalbe, K. (2011). Information technology project management. (6th ed.). Boston: Course Technology Ptr.
However, team performance can also be measured by the sense of mutual respect between team members, and the presence of healthy rather than destructive forms of conflict.
Part II: Implementation and Evaluation
State the rationale for your selection of the competency. What is this the most important competency for your immediate self-development? Why?
To foster cooperation, there must be trust between team members. The team must trust that the leader is setting feasible goals, and the leader must trust the individual team members to achieve those goals. Trustworthiness and integrity, and being able to convey this sense of security to fellow team members on the part of the leader is critical, and it is not enough merely to be honest, one must convince others of one's honesty.
2. What were the results of your implementation? Were you successful? How do you know? What was the impact on others?
Do not penalize strong performers for being members of strong teams. Lackluster employees would be penalized because no one would want them on their 'team.' Now, there is an incentive to work with weak employees, to boost one's own relative performance rating. This idea seems strong, and although it world reduce competition on work teams, as there would be less jockeying for power and the chance to win the highest team ranking, on the other hand, such a system would seem to be more in keeping with Microsoft's emphasis on company cohesiveness, a company committed to driving its mission of innovation forward and boasts that its greatest reward is allowing its employees to work together "with great people," and have an impact" as a member of a team not merely as an individual ("Employee Profile: David -- HR General Manager," 2006, Careers -- United States Microsoft ebsite).
Employee Profile: David -- HR General Manager." (2006). Careers -- United States
Microsoft Website. Retrieved 28 Jan 2006 at http://members.microsoft.com/careers/epdb/profileDetailPage.aspx?profileID=107
Microsoft's 3.0 (or, How I Learned to Stop Worrying and Love the Curve." (2005)
Mini-Microsoft Blog. Retrieved 28 Jan 2006 at http://minimsft.blogspot.com/2005/06/microsofts-30-or-how-i-learned-to-stop.html
Team Implementation - General Motors
Team implementation -- General Motors
The American automobile industry has historically been one of the largest employers of the country. During the recent years however, the industry has suffered massive demises and was forced to downsize its staffs. Some of the challenges which faced the automobile industry included the forces of globalization which intensified competition, the changing consumer demands, the fluctuating prices of oil or the very threat of global warming.
But the more recent and most severe challenge was raised by the internationalized economic crisis. Commenced within the American real estate sector, the crisis soon expanded to the automobile industry, the furniture, electronics and virtually all commercial sectors of the economy.
General Motors was one of the companies worst affected by the economic recession. The organization was forced to downsize, restructure its debt and request financial aid from the United States Government. These solutions…
Dettmann, T.R., Effective teams… some guidelines, CF Systems, http://www.cfsystems.org/drupal/docs/Teams.PDF last accessed on December 8, 2011
Kiev, A., 2008, Hedge fund leadership: how to inspire peak performance from traders and money managers, John Wiley and Sons
Lumsden, G., Lumsden, D., Wiethoff, C., 2009, Communicating in groups and teams: sharing leadership, 5th edition, Cengage Learning
Phillips, J., Gully, S.M., 2011, Organizational behavior: tools for success, Cengage Learning
Furthermore, the customer is most likely not to be biased hence the credibility of the feedback. The sources of information will be integrated by analyzing the data and comparing the feedbacks to determine if they show consistency; before drafting the final report.
The performance appraisal method of evaluating the behavior for rating has a critical technique of analyzing information incorporated. Therefore, in developing the tool, the first approach is to establish the information that is required (Flynn, 2010). Once determined, the questioned are phrased and documented into questionnaires and interviews, which will then be administered to the supervisors, the co-workers and customers for feedback purposes. Additionally, the previous reports on the company's trends will be incorporated to show how the behavioral changes in the department affect the returns of the company. The information gathered is then consolidated into a report for the final scaling which is the report of…
Josiane Fahed-Sreih, (2009) "The HR Scorecard: Linking People, Strategy and Performance,"
Management Research News, Vol. 32 Iss: 3, pp.297-299
Maurer, S.D. (2002). A practitioner-based analysis of interviewer job expertise and scale format as contextual factors in situational interviews. Personnel Psychology, 55(2), 307-327.
Retrieved from http://search.proquest.com/docview/220142693?accountid=35812
All of these are admittedly challenging problems and the key to lasting change is that employees must first identify and internalize the need and desire for change for these strategies to succeed.
Yuen H. Chan, obert . Taylor, Scott Markham. "The ole of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFOM Global. ProQuest, 1 Mar. 2009
Fulkerson, John ., and andall S. Schuler.. "Managing worldwide diversity at Pepsi-Cola International." Diversity in the workplace: Human resources initiatives. 248-276. New York, NY U.S.: Guilford Press, 1992. PsycINFO. EBSCO. [2 Mar. 2009
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. "Organizational change: Motivation, communication, and leadership effectiveness. " Performance Improvement Quarterly 21.4 (2009): 75. ABI/INFOM Global. ProQuest. 1 Mar. 2009
Edward Martin. "Employers boost perks to build workforce loyalty. " the Business Journal 22 Sep. 1997: 30. ABI/INFOM Dateline. ProQuest. 2 Mar.…
Yuen H. Chan, Robert R. Taylor, Scott Markham. "The Role of Subordinates' Trust in a Social Exchange-driven Psychological Empowerment Process. " Journal of Managerial Issues 20.4 (2008): 444-467,421-422. ABI/INFORM Global. ProQuest, 1 Mar. 2009
Fulkerson, John R., and Randall S. Schuler.. "Managing worldwide diversity at Pepsi-Cola International." Diversity in the workplace: Human resources initiatives. 248-276. New York, NY U.S.: Guilford Press, 1992. PsycINFO. EBSCO. [2 Mar. 2009
Ann Gilley, Jerry W. Gilley, Heather S. McMillan. "Organizational change: Motivation, communication, and leadership effectiveness. " Performance Improvement Quarterly 21.4 (2009): 75. ABI/INFORM Global. ProQuest. 1 Mar. 2009
Edward Martin. "Employers boost perks to build workforce loyalty. " the Business Journal 22 Sep. 1997: 30. ABI/INFORM Dateline. ProQuest. 2 Mar. 2009
Team and Tension
The major components of House's Path-Goal Theory are directive leaderships, supportive leadership, participative leadership, and achievement-oriented leadership. Each leadership style has its own unique attributes which correlate directly to an individual's personality traits. For instance, directive leaders tend to have a more authoritarian approach to leadership. They tend to establish working hierarchies of relationships and reporting structures. Directive leaders also tend to operate as a single leader with sole responsibility over a limited amount of resources. As such directive leaders are particularly effective in routine and repetitive environments that adhere to strict requirements. Manufacturing and retail management positions tend to be very effective positions for directive leaders. Directive leaders give subordinates instructions about their task, how it is to be performed, and the time frame in which it needs to be completed. There is often very little freedom in regards to how the task should be accomplished.…
On our own team, we found, a lack of hierarchy was actually task-facilitating. Instead of a series and carrots and sticks method of keeping on task, overall team goal accomplishment was stressed, rather than personal performance.
In this model of organizational development, the process of performing was always in our minds, one of the most successful aspects of the team. Quality control was maintained through feedback loops between team members. For our team, the project of data-gathering was evaluated on a daily basis, with an eye upon the implementation or reporting phase.
Innovation is built into the process of constant team organization and reorganization, collaboration, and reformation, rather than resulting power-plays or a crisis. ith frequently reorganized and diverse teams, members of the organization must get to know one another well across horizontal and vertical leadership chains, and everyone gets a chance to play different roles and to have…
Chang, Yue Cathy; Johnson Wu, & Scott Roodvoets. Kaizen-Teian Improvement Systems
Module 10.1. Presentation for: ESD.60 -- Lean/Six Sigma Systems
MIT Leaders for Manufacturing Program (LFM). Summer 2004. May 6, 2009.
Teams are organized of people focused towards an achieving a particular goal. Each member is equipped with relevant skills and their approaches are liable to receive feedback by others. Team sizes in the range of 6-12 are generally the norm depending on the project in hand. Increasing team sizes imply overheads in terms of planning the structure and provision of support. Individuals constituting the team are usually not strong enough to serve the project alone. They future of the project depends on how well they can share expertise amongst other members. Teams avoid being dependent on the leader to lay out the entire plan. Members rely on the people responsible for different areas to proceed with the plan. Conflicts are discussed with the relevant members directly rather than waiting for a supervisor to act as the middleman. Performance issues are solved as a team (Mackin, 2007).
Groups can be defined…
Mackin, D.(2007) The Difference Between A Team and A Group. Retrieved from http://www.sideroad.com/Team_Building/difference-between-team-and-group.html
The importance of workplace diversity. Retrieved from http://www.ehow.com/facts_5200385_importance-workplace-diversity.html
Reid, N.(n.d.) Cultural Diversity and Team Dynamics. Retrieved from http://ezinearticles.com/?Cultural-Diversity-and-Team-Dynamics&id=2783874
Levine, A.(2011) Team Dynamics: Understanding your role. Retrieved from http://www.osa-opn.org/BrightFuturesBlog/post/Team-Dynamics-Understanding-Your-Role.aspx
In Worklife Report's (2002) survey study of the effect of socialization in work relationships, it was found out that "...workers who regularly socialize with their colleagues are likely to be happier at work, have stronger team working skills and stay in one job for a longer period of time" (14). This finding illustrates how unity among members of the organization leads to better working performance and environment. Of course, it is inevitable that conflicts between or among members of the organization happen, but even these conflicts function to improve the efficiency and performance of the workers. However, it is also vital these conflicts function under a healthy working environment; otherwise, these conflicts can lead to disunity among the organization's members and dissolution of cohesiveness among groups.
However, there is also counter-evidence on the high productivity yield and high group cohesiveness relationship as illustrated in Lindorff's (2001) survey research, wherein the…
Kreitner, R. (1995). Organizational behavior. Chicago: Richard D. Irwin, Inc.
Lindorff, M. (2001). "Are they lonely at the top? Social relationships and social support among Australian managers." Work & Stress, Vol. 15, Issue 3.
Roundup." (2002). Worklife Report, Vol. 14, Issue 3.
Schultz, K. et. al. (1999). "The effects of low inventory on the development of productivity norms." Management Science, Vol. 45, Issue 12.
Together these metrics will help the firm understand where the project stands and how has it really impacted the performance of both the firm as a whole and the employees as part of its system. The firm is a major manufacturer of cosmetic products. It can measure its brand equity by comparing it with other brands in the same category. Higher sales on their own are important but when compared to rival's growth, they make more sense and can be explained more easily to senior management.
The impact of this performance improvement project
The impact can be assessed from the benefits that would accrue to the firm. Greater impact will be felt in employee efficiency and productivity. More coordinated research will bring about better results in all areas including marketing and sales.
Strategies and approaches could be used to "sell" the project to Management
The management may not understand the…
Senge, Peter, The Fifth Discipline NY: Currency/Doubleday, 1990
Kofman, Fred and Peter M. Senge "Communities of Commitment: The Heart of Learning Organizations." Organization Dynamics.
Daniel Aronson, Introduction to Systems Thinking, http://www.thinking.net/Systems_Thinking/Intro_to_ST/intro_to_st.html[Accessed 14th September 2005]
Given the need to improve organizational productivity through increasing employee performance, develop a performance management program that focuses on linking the organizations strategic objective with the individual effort outlining the benefits of improved performance, the consequences for lack of performance as well as the employee and managerial training that will be needed for implementation.
Purpose of the performance management program (PMP)
The purpose of the PMP is to align the motives of the employee with that of the organization so that the employee is encouraged to work for the good of the organization. Objectives are formulated that are in line with those of the employee, a system of rewards and consequences are established that attract the employee, and a system of monitoring and work appraisal, formalized together with employee, is established.
The PMP is strategic so that the organization's goals are clearly aligned with that of the…
I will also have the tutor critique the first drafts of documents I prepare and have them review my final versions. I would also like for my tutor/coach to observe me an a couple of meetings and have them offer suggestions for improvement.
Development Plan: Dealing with Operating Problems
I believe the collaborative approach I outlined above will help in identifying operational problems during the planning process and provide an early warning where handoff with in the implementation process may not go smoothly. As part of my discussions with cross-function partners will be the development of contingency plans in case any anticipated problem do arise. I will schedule a weekly meeting with all the cross-function leads, including any important suppliers and vendors, to access how things are going, early identification of any suspected problems, work to determine possible solutions and understand how the solution will impact all functional areas.
Schedule a meeting with tutor/coach for feedback and to determine future plans
To measure my improvement, retake the AccuVision assessment at the end of the spring 2011 semester.
Teams, Diversity, Stakeholders, and Organizational Conflict
The role of leadership in managing conflict in interpersonal, team, and organizational contexts in times of change, with a particular focus on downsizing
The term leadership can be defined as the actions an individual takes when he or she directs the activities of a team or group. the behavioral aspects or actions taken by a leader to influence his team and to help the team cope with change are some of the most important aspects of leadership (Abdulaziz Al-Sawai, 2013). Whenever a leader announces change in a company, it is only natural for employees to hope that the outcomes would affect them advantageously. All staffs normally hope that the management or the supervisors will take into account their efforts and needs. Hence, trust between the employees and their leaders is one of the most crucial factors in influencing how employees will react in response…
Abdulaziz Al-Sawai. (2013). Leadership of Healthcare Professionals: Where Do We Stand? Oman Medical Journal, 285-287.
Frederick P. Morgeson, D. Scott Derue, & Elizabeth P. Karam. (2010). Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 5-39.
Helder Moura, & Jose Cardoso Teixeira. (2016, October 6). Managing Stakeholders Conflicts. Retrieved from Repositorium: http://repositorium.sdum.uminho.pt/bitstream/1822/17572/1/Managing%2520stakeholder's%2520Conflicts.pdf
Jacob Bercovitch. (n.d.). CONFLICT AND CONFLICT Management IN ORGANIZATIONS: A Framework for Analysis. Canterbury: University of Canterbury.
Impact of Potential Change Factors
The potential change factors that both industries share is offshore production that is drastically re-shaping their value chains while also changing the structure of many industry participants from a supply chain standpoint. The outsourcing of tool manufacturing to India is forcing investment in quality management and compliance (Dangayach, Deshmukh, 2006) while in the high tech industry the change factors of Chinese manufacturing (Albrecht, Morgenstern, Xia, 2008) is changing the cost structures of the high tech industry and product lifecycles. The change factor of regulatory compliance to sell into Europe and global markets with tighter environmental restrictions than the U.S. is also re-ordering both industries.
An Analysis of Strategic Intent
The strategic intent of the power tools industry is to concentrate on the construction industry and generate stable sales through the Original Equipment Manufacturer (OEM) market, where profitability and sales levels are consistently high. For the…
Albrecht, S., Morgenstern, I., & Xia, X.. (2008). The cost of going global for China's high-tech companies. The McKinsey Quarterly,(3), 8.
Bernoff, J., & Li, C.. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42.
Casella, M.. (2010). UK Environmental Regulation. Risk Management, 57(3), 20-21.
GS Dangayach, & SG Deshmukh. (2006). An exploratory study of manufacturing strategy practices of machinery manufacturing companies in India. Omega, 34(3), 254-273.
Performance Management Theories and Practices
Performance management is a continuous process by which an organization identifies, measures, and develops the performance of individuals. It aligns their performance, the resources and systems with the strategic goals of the organization. According to Leeuw and Berg (2011), companies that apply performance management practices generally perform better than those that do not.
The course has covered important performance management theories and practices. One key lesson learnt, for instance, is that for performance management practices to be effective, there must be constant communication between the management team and the employees; and it is imperative for the goals of the individual to be aligned with those of the organization (Pulakos, 2009). The performance management cycle also provided insight on how performance management systems should be implemented in the organization. The elements of this cycle include: setting the objectives; measuring the performance of individuals; providing feedback on…
Leeuw, S. & Berg, P (2011). Improving Operational Performance by Influencing Shopfloor Behavior via Performance Management Practices. Journal of Operations Management, Vol. (29) 3, 224-233. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/866083571/50E9B56B076C4E25PQ/1?accountid=39364
Pulakos, E.D. (2009). Performance Management: A New Approach for Driving Business Results. (1st Ed.). West Sussex, United Kingdom: Wiley-Blackwell Publishers.
The governance of a corporation is the role of the board of directors and the management has the duty of running the firm on a day to day basis. The board, therefore, oversees the management and ensures the interests of the various shareholders are upheld. The executive department is made up of the top level managers and they are required to work as a team so as to deliver on the company goals. According to Wash (2002), management can only be successful in their work if they have clearly defined work description. CEO or company president is a vital position towards the success of any firm as they must take up the leadership mantle, work closely with the top-management, and ensure clear organizational mission, vision, and operational goals.
As a result of clarity in work description and the responsibilities of members of the board, the Innovations Theater has…
ole and Improving Management Performance: Nurse Shift Leader
Management plays a key role towards improving performance in an organization. In the 21st century organizational setting, management is fundamental in ensuring that there is a high performance in an organization. Organizations are investing in developing the right management systems, people so that they boost the employee performance, and foster the realization of departmental objectives. This has become a critical thing in enhancing employee performance in the workplace. In this study, I have focused on various issues of management and the role that I, as the Nurse Shift Leader, will play in boosting the performance of employees under me in adult intensive care unit and the entire hospital.
Managers have a role to play to improve performance in an organization. In fact, all the success of an organization begins and ends with the form of management and style adopted. Effective organizations are…
Armstrong, M. (2006). A handbook of management techniques. London: Kogan Page Publishers.
Awamleh, R., & Gardner, W.M. (2004). Perceptions of Management and its effectiveness. The Leadership Quarterly, 10(3), 345 -- 373.
Avolio, B.J., Bass, B.M., & Jung, D.I. (2009). Re-examining the components of transformational and transactional leadership, Journal of Occupational and Organizational Psychology, Vol. 72, Issue 2, p. 441 -- 462.
Alannah E. & Mark A. (2004). Transformational leadership, The Leadership Quarterly, Vol. 15, Issue 2, p. 329 -- 354.
Active Performance Management Proposal: Case Study Evaluating Active Performance Measurement in Beechwood
The research examines the potential possibilities of active performance management in the modern workplace. It first examines the current literature as a way to set a foundation for the actual analytic portion of the project. Then, specific research questions are examined in order to provide a framework to test the actual efficiency of an active performance management style implemented in the field. Finally, a potential methodology is explored as well as the significance of the research as a whole.
In this vulnerable economic environment, many businesses are looking for an edge on their competition. One potentially lucrative strategy for increasing productivity and efficiency within implementation of future strategies is adopting an active performance measurement strategy. In this, managers focus on evaluating perfomance from a proactive standpoint. Essentially, "the purpose of performance analysis is to locate evidence and draw…
Abbey, Paul, 2009. Active performance management. Management Articles. Web. http://www.articlesfactory.com/articles/management/active-performance-management.html
Armstrong, Michael, 2009. Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance. Kogan Page Publishers.
Beechwood, 2012. About Beechwood. Beechwood. Web. http://www.beechwoodps.co.uk/about
Ferri, Richard A., 2010. Active managers' market-beating claims debunked. Forbes. Web. http://www.forbes.com/2010/02/16/mutual-funds-active-management-debunked-personal-finance-indexer-ferri.html
In the context of Charters Schools, distributed leadership that connects organizational features (culture, business practices, motivation etc.) provides a greater opportunity for members to learn from one another. An increased participation in decision making is another characteristic of effective organizations that may be identified in the organizational structure of Charter Schools USA. An increased participation in decision-making leads to a greater commitment to organizational goals and group strategies are free to develop. Such form of leadership allows the increase in self-determination, and the members may anticipate and respond to the demands of the organization's environment.
Another important issue that makes Charter Schools USA effective is the use of 360 degree appraisal of performance, which involves a group of people who interact with the employee in many different ways and are able to rate his performance. esearch and practice has already proved the effectiveness of the feedback from multiple sources and…
About Charter Schools USA, Retrieved at http://www.charterschoolsusa.com/about.html
Campion, M.A., Medsker, G.J., & Higgs, a.C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823-850.
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The company leaders should however provide the training and development opportunities for their teams and make good on that commitment. The aspect of keeping commitments to employees, even when it is costly and hard to do in circumstances including the development of new performance management systems, is a necessary cost of consistency and leadership for higher performance (Castellano, oehm, 2001). Once Angus and his team have been able to complete these initial tasks, the company can move to the next stage of redesigning their employee performance management system by concentrating on integrating the existing knowledge of performance benchmarks and guidelines into the existing system (Ko, Dennis, 2011). During the initial phase of the original performance management system, this phase of knowledge management and transfer had been completely skipped.
Studies indicate that for a performance management system to work there needs to be metrics and key performance indicators (KPIs) in place…
Joseph F. Castellano, and Harper A Roehm. 2001. The problems with managing by objectives and results. Quality Progress 34, no. 3, (March 1): 39-46.
Sow Hup Chan. 2006. Organizational identification and commitment of members of a human development organization. The Journal of Management Development 25, no. 3/4, (March 15): 249-268.
Coate, P., and K. Hill. 2011. Why Smart Companies Hire Performance Coaches to Turn Managers into Leaders. Employment Relations Today 38, no. 1, (April 1): 35.
Elaine Farndale, Veronica Hope-Hailey, and Clare Kelliher. 2011. High commitment performance management: the roles of justice and trust. Personnel Review 40, no. 1, (January 1): 5-23.
Building an Effective Technology Support Team
Creating and managing an effective technology support team needs to be predicated on more than just the traditional four areas of planning, organizing, leading and controlling and include the critical skill sets of transformational leadership skills. Those four components of management theory don't take into account the broader aspects of transformational leadership's contributions of a compelling vision and galvanizing mission, both of which are critical for any technology support team to excel. The intent of this analysis is to illustrate the best approaches to building an effective technology support team. Included in this analysis are recommendations for managing personalities and how they affect relationships within and beyond the technical staff.
Creating and Effective Technology Support Team
Teams are by definition a group of people all working towards a common goal. Increasingly teams are both in-person and virtual, as evidenced by the use of cloud…
Braun, F.C., Michel, A., & Martz, B. (2012). Action-centered team leadership influences more than performance. Team Performance Management, 18(3), 176-195.
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Leavy, B. (2012). Michael beer - higher ambition leadership. Strategy & Leadership, 40(3), 5-11.
Ramsey, R.D., EdD. (2010). Are you missing out on the power of purpose? SuperVision, 71(10), 19-21.
environmental, social and governance (ESG) performance and financial performance of companies
Investors are increasingly recognizing the fact that ESG (environmental, social, corporate governance) elements can substantially affect companies' security rates and financial performance. The aforementioned components' contribution to financial markets has been growing with the rise in number of ESG opportunities and risks within the contemporary international economy. Timely and improved organizational policy-related data access and the effect of organizational policy on communities have made it considerably convenient for customers to express their dissatisfaction by simply quitting a brand. When international brands' images are sullied by ESG-related problems, the resultant instantaneous backlash has the capacity of abruptly and negatively impacting income and demand (Eccles, Ioannou & Serafeim, 2014).
Organizations having a poor reputation when it comes to ESG related matters are vulnerable to monetary risks, including a very genuine threat of facing lawsuits in the future, greater remediation and regulatory…
WOKPLACE LEANING AND MANAGE'S PEFOMANCE IN THE HOSPITALITY INDUSTY
elationship between Workplace Learning and Managers' Performance in the Hospitality Industry
elationship between Workplace Learning and Managers' Performance in the Hospitality Industry
Manager's ole as a Leader
Why is Workplace Learning Important
The 'ideal' Workplace Learning Situation
Methods of Workplace Learning
Hospitality Industry Supports and Values Training and Learning
Management Skills in Workplace Learning
Manager's ole in the Hospitality Industry
Optimize Communication between Managers and Employees
Effective Managers in Hospitality Industry
elationship between Workplace Learning and Managers' Performance in the Hospitality Industry
Impact of Managers' Performance
Why Should Managers be Involved in Workplace Learning in Hospitality Industry?
Skills Learnt in Workplace Learning in Hospitality Industry 13
There is a direct relationship between workplace learning and manger's performance in a hospitality industry. This paper deciphers the roles and responsibilities of the manager in…
Lucas, R.E. (2003). Employment Relations in the Hospitality and Tourism Industries. New York: Routledge.
Lucas, R.E. (2003). Employment Relations in the Hospitality and Tourism Industries. New York: Routledge.
Theresa, B., Blackbourn, S., Hussey, D., & Linda, N. (2009). Developing the Local Workforce: Is Work-Based Learning the Solution? British Journal of Occupational Therapy, 18-28.
Ahu, T., & Ozbilgin, M.F. (2009). Understanding Diversity Managers' Role in Organizational Change: Towards a Conceptual Framework. Canadian Journal of Administrative Sciences, 45-52.
company British Petroleum, its products and services, the critical success factors for its operations and its salient stakeholders. It also discusses ways in which the primary stakeholders affect an organisation's financial performance. Then it evaluates the controversial corporate social responsibility issue of Deepwater Horizon Accident of 2010 and the formation of a stakeholder coalition to address this issue, including plans to address the challenges in persuading the affected stakeholders in forming the coalition.
British petroleum is a company with worldwide operations. It provides energy products and services to customers around the world to meet their modern energy demands. Its upstream segment is responsible for discovering oil and gas products around the world. The downstream segment is associated with energy products and services such as fuels, petrochemicals and lubricants (BP, 2014). BP has a range of products and services to cater energy demands of customers.
Air BP: This is the aviation…
BP (2014). Gulf of Mexico restoration. [ONLINE] Available at: http://www.bp.com/en/global/corporate/gulf-of-mexico-restoration.html . [Last accessed 14 January 2014].
BP (2014). Press. [ONLINE] Available at: http://www.bp.com/en/global/corporate/press.html . [Last Accessed 14 January 2014].
BP (2014). Products and Services. [ONLINE] Available at: http://www.bp.com/en/global/corporate/products-and-services.html . [Last Accessed 13 January 2014].
Larson et al., (2000). Stakeholder Collaboration. Washington, DC: WWF-U.S..
Staff Performance Development Reviews
Performance reviews became necessary as soon as the first worker was employed. For good or bad, performance reviews are an absolutely essential part of the workplace; properly administered, such reviews have been shown time and again to be enormously positive and motivating forces in employees' lives by helping them identify their strengths and weaknesses and by encouraging them to achieve even greater successes -- and avoid comparable failures -- in the future. Improperly administered though, performance reviews can be the source of an enormous amount of controversy and friction within an organization; improperly administered performance review programs can also result in legal action against the employer. Taken together, it quickly becomes clear that providing workers with timely and accurate feedback concerning their performance is a vitally important function within almost any organization, but many managers are either unable or unwilling to provide such reviews for a…
Bommer, William H., Jonathan L. Johnson, Scott B. Mackenzie, Philip M. Podsakoff and Gregory A. Rich. 1995. "On the Interchangeability of Objective and Subjective
Measures of Employee Performance: A Meta-Analysis." Personnel Psychology, 48(3),
Denton, D. Keith. 1992. Recruitment, Retention, and Employee Relations: Field-Tested
Strategies for the '90s. Westport, CT: Quorum Books.
Secondly, performance-related pay increases prevents inflationary tendencies since such increases are the outcomes of increased productivity. Managers and employees are benefited by performance-related pay increases in the following way: when profit or performance goes up higher earnings go to the employees. However, when the profits come down, the lowering of performance-related pay can protect employees from job losses. Moreover, there is enhanced motivation as employee can identify with the success of the business. Depending on the information-sharing habits of the management, pay variations may result in employees knowing more about fortunes and misfortunes that a business goes through. (de Silva, 1998)
Other advantages of performance-related pay include the following: it is an effective method of coping with poor performance; introducing such a reward system can help to develop a performance culture within the company; it can work as a direct incentive for employees to help reach defined job targets; an…
Armstrong, Michael. 2002. Employee reward. CIPD Publishing.
Armstrong, Michael; Murlis, Helen. 2007. Reward Management: A Handbook of Remuneration Strategy and Practice. Kogan Page.
Bee, Roland; Bee, Frances. 1997. Project management: the people challenge. McGraw-Hill Education.
Bucknall, Hugh; Wei, Zheng. 2005. Magic numbers for human resource management: basic measures to achieve-. Wiley Publications.
Flexibility within a team scenario is very important as having a choice in creating favorable matchups is a luxury for many managers looking to create a competitive advantage and sustain an effective and efficient unit of teamwork.
eflection on Learning
The many graphs and charts depicted within this chapter to reinforce the lessons written, provided much learning inspiration for me. The confusing nature of the pictures denote the importance of having a strong understanding for the problem at hand. It appears that data and information can be manipulated in many different ways, running the risk of increasing confusion rather than lessening it. Leadership is ultimately responsible for creating clear and concise questions that can help the data provide answers.
Too much data or too little data will leave the project in a state of disrepair and balance appears to be the most important objective in determining the progress of any…
Larson, E. & Gray, C. (2011). Project Management; The Managerial Process 5th Ed. McGraw Hill 2011.
positive experiences working in teams, and when those experiences were positive and the performance of the team was high or surpassed expectations, it was always because of a few simple rules that are outlined by Musselwhite (2007) and Conant (2012). For example, Musselwhite (2007) points out the importance of seeing the big picture at all times, and not getting bogged down in silly details. The big picture is something that is important to remember for the product or service we are working on as a team, but also in terms of clarifying our role as individuals. The role of the team itself depends on seeing the big picture -- why the company actually needs us to work on a specific task. "Understanding the big picture promotes collaboration, increases commitment and improves quality," (Musselwhite, 2007)
The principles illustrated by Conant (2012) and Musselwhite (2007) include the need for seeing the big…
Conant, D.R. (2012). Building effective teams isn't rocket science, but it's just as hard. Harvard Business Review. April 4, 2012. Retrieved online: https://hbr.org/2012/04/consistently-building-highly-e
Musselwhite, C. (2007). You don't have to be Michael Jordan or Mia Hamm to have the skills you need to build and lead high performing teams. Retrieved online: https://www.inc.com/resources/leadership/articles/20070101/musselwhite.html
Collaborative Work Environments
The scenario is that you have been assigned to lead a new organizational initiative to implement a system to help foster collaboration for those who are located at each of your four sites within the same town. You are the team lead and you must develop the proposal for presentation to your supervisor. To help get you started, I have proposed the project objective.
Project Objective: To develop a team proposal to implement a system that will strengthen the organizational culture and enhance cross site collaboration. A key attribute of such a system will be to enhance the transfer and sharing of knowledge.
To help foster collaboration between the four sites in the same town, a cross-functional team should be created with leaders from different divisions who are adept in their roles in their specific departments and can effectively represent their business function. By having members with…
Harwood, G. (N.d.). Design Principles for Successful Virtual Teams. The Handbook of High-Performance Virtual Teams.
Hinrichs, G., Seiling, J., & Stavros, J. (N.d.). Sensemaking to Create High-Performing Virtual Teams. The Handbook of High-Performance Virtual Teams.
Emotional intelligence and high Virtual team performance
The contemporary business environment is competitive just as much as I is creative in nature. The globalization and its influences have pushed the business environment to greater heights as compared to the prevailing levels two decades ago. Information technology has led to a market environment that is both advanced and dynamic at the same time. The trends that may be a preference of many in a given year may seem useless and rendered inapplicable in the next year. This means that any business that has to keep in touch with the customers and remain relevant in the ever changing environment has to ensure it keep reinventing itself in line with the changing environment (Mattsson L., 2003). Major international businesses that have remained stagnated have been cut down in terms of profitability, and others closed down all together.
There are significant examples of…
Global virtual teams have been described as being valuable but “fraught with problems,” (Gordon, 2017, p. 1). Many of the issues confounding virtual teams are not technological issues such as network security but rather, are related to social and psychological factors. The failure of virtual teams to achieve stated goals may be due to any number of challenges, ranging from the lack of face-to-face interaction that provides the nonverbal communication context (Quisenberry, 2018) to the different means by which each member of the team uses or interacts with the technology and with team members (German, 2017). Global virtual teams are instrumental, necessitating further research into how to formally improve their operations via improvements to leadership models or to the actual technological instruments used to facilitate communication.
Recent literature has been abundant on virtual teams and how to make them more effective. Quisenberry (2018) demonstrates the importance of emotional…