1000 results for “Team Performance”.
Question What is your leadership goal and how does it fit into your overall leadership journey? How will you use your strengths to support you to achieve this goal?(5075 words)Start writing here: My leadership goal is to be able to establish effective teams and groups, and motivate them towards the accomplishment of various goals. It is important to note that this particular leadership goal fits into my preferred approach to leadership, which is participative leadership. In addition to being an effective communicator, I also happen to be broad minded. These are the skills I will be deploying on this front to ensure better connection with team members.Question 2Identify and share at least three ideas for initial experiments you could create to support you to achieve your leadership goal.(50 words per idea)1. Start writing here:I could seek to establish whether participative leadership has any effect on overall team performance. In this…
The success of any project depends directly on the performance of a team, how successfully a group of individuals transforms itself in the process, and the steps project managers take to create a strong team foundation. Each of these three factors are analyzed and assessed in this paper.
Making Of A Strong Team
Only by orchestrating the many talents of individuals to a common goal, and by so doing galvanizing a group into a team, can projects succeed. Creating a team from a groups tarts with strong leadership that concentrates on giving each person a clear sense of purpose and identity on the team, and showing how their contributions matter. The success of a project depends in large part on how well a leader can orchestrate the diverse talents of team members to a common goal or objective. It is also dependent on a leader appreciating and understanding…
Leadership Personality and Team Performance
Leadership involves overseeing subordinates for the success of the organization. In the past, the role of the subordinate was passive, with leaders viewed as authoritarians. However, since 1980s, organizations have worked to create more participation-based management models that involve employees, welcome their feedback and suggestions and use their perspectives to improve the development of managers (Emery, Calvard & Pierce 2009). Employees are more empowered to take ownership over their personal contributions to the organization. A newer concept in management called servant leadership has emerged with the leader responsible for serving the needs of others, helping them to grow and offering opportunities to progress (Kickul & Neuman 2012).
Because of this shift, the personality traits of managers are viewed differently today and recognized as contributing to good team performance and positive behavior from employees (Brown 2009). Personality has a significant influence on the way we think,…
Brown, FD 2009, 'The Myers-Briggs type indicator and transformational leadership', Journal Of Management Development, 28, 10, pp. 916-932, Professional Development Collection, EBSCOhost, viewed 12 April 2013.
de Vries, RE 2012, 'Personality predictors of leadership styles and the self -- other agreement problem', Leadership Quarterly, 23, 5, pp. 809-821, Business Source Elite, EBSCOhost, viewed 12 April 2013.
Emery, C, Calvard, T, & Pierce, M 2013, 'Leadership as an emergent group process: A social network study of personality and leadership', Group Processes & Intergroup Relations, 16, 1, pp. 28-45, Business Source Elite, EBSCOhost, viewed 12 April 2013.
Kickul, J, & Neuman, G 2000, 'Emergent Leadership Behaviors: The Function Of Personality And Cognitive Ability In Determining Teamwork Performance And Ksas', Journal Of Business & Psychology, 15, 1, pp. 27-51, Academic Search Premier, EBSCOhost, viewed 12 April 2013.
Leadership and Team Skills
Understand how to work within the organisational guidelines to achieve team goals
Identify an organisational policy that can have an effect on the planning and allocation of work
One notable organizational policy which has an inevitable impact upon team planning and work allocation is the use of virtual teams at the training center in Dubai where I work. On one hand, being able to connect with team members regardless of the member's location can be extremely valuable. This allows for the pooling of the resources and skills of a variety of organizational participants regardless of location. "As companies expand geographically and as telecommuting becomes more common, work groups often span far-flung offices, shared workspaces, private homes, and hotel rooms ... Armed with laptops, Wi-Fi, and mobile phones, most professionals can do their jobs from anywhere" (Ferrazzi 2004). A virtual team can link the resources of people…
Ferrazzi, K. (2014). Getting virtual teams right. Harvard Business Review. Retrieved from:
Koning, L. (2012). Setting team objectives. Management Trainee. Retrieved from:
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.
The team on which the paper is based is a class discussion team that was formed in the curse of the semester to enable us accomplish the various tasks that would be assigned.
Stages of team development
Our group went through the various stages of development like any other groups with the challenges and the progress handled by the member of the group. The following is a summary of the stages that our group went through. Each stage was characterized by the indicated activities and conditions, with some of these characteristics crossing over to the next stage among a few people.
The group structure was a simple one since it is an academically focused group that was formed to meet the specific tasks before it within the semester and eventually disperse as indicated above. There was the group representative who acted as the link between the…
Ann Marie N. & Joyce S., (2009). Group Dynamics and Team Building. Retrieved December 20, 2013 from http://www.wfh.org/2/docs/Publications/Hemo_Org_Resources/Monographs/HOD4_Group_Dynamics_2-edition.pdf
Grant, R.W., & Finnocchio, L.J. (1995). Interdisciplinary Collaborative Teams in Primary Care:
A Model Curriculum and Resource Guide. San Francisco, CA: Pew Health Professions Commission.
Mind Tools (2013). Forming, Storming, Norming, and Performing: Helping New Teams Perform
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
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?
Several months ago, I was amongst those elected into a team set up to look into ways of enhancing interdepartmental cooperation. The team comprised of 7 individuals -- each representing a department. The key mandate of the team was to come up with strategies of enhancing cooperation between departments so as to enhance overall organizational efficiency. With regard to the various types of teams Landy and Conte (2013) identify, this particular team could be described as a project team. A project team in the words of Landy and Conte (2013, p. 521) is that kind of a "team that is created to solve a particular problem or set of problems and is disbanded after the project is completed or the problem is solved."
In this particular team, I was the Human esource Department representative. Amongst other things, I was charged with soliciting views from member of my department…
Jordan, P.J., Lawrence, S.A., & Troth, A.C. (2006). The Impact of Negative Mood on Team Performance. Journal of Management & Organization, 12(2), 131-145.
Landy, F.J., & Conte, J.M. (2013). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology (4th ed.). Hoboken, N.J.: John Wiley & Sons.
Team Conflict Development and Team Dynamics
Organizational tasks are becoming increasingly complex and more involved; teams have become valuable for easier and more effective accomplishment of tasks (Chekwa & Thomas, 2013). Teamwork has turned out to be a crucial driver of organizational productivity in the contemporary workplace (Breugst et al., 2012; Martinez-Moreno et al., 2015; Lee et al., 2015); this to a large extent explains why employers are ever more looking for individuals with outstanding teamwork abilities. Nonetheless, owing to differences in needs, objectives, opinions, interests, priorities, values, and beliefs between different members of a team, conflicts are bound to emerge often (Brown et al., 2011). Lack of proper handling of the conflicts, individual and team productivity can be significantly hampered (Fusch & Fusch, 2015). This paper provides of review of literature relating to conflict management in teams. The review particularly pays attention to team development and dynamics, team conflict…
Breugst, N., Patzelt, H., Shepherd, D., & Aguinis, H. (2012). Relationship conflict improves team performance assessment accuracy: evidence from a multilevel study. Academy of Management Learning & Education, 11(2), 187-206.
Brown, J., Lewis, L., Ellis, K., Stewart, M., Freeman, T., & Kasperski, J. (2011). Conflict on interprofessional primary health care teams -- can it be resolved? Journal of Interprofessional Care, 25, 4-10.
Canelon, J., Ryan, T., Iriberri, A., & Eryilmaz, E. (2015). Conflicts on team satisfaction and face loss and the moderating role of face work behaviors in online discussions. Academy of Educational Leadership Journal, 19(3), 45-61.
Chang, W., & Lee, C. (2013) Virtual team e-leadership: the effects of leadership style and conflict management mode on the online learning performance of students in a business-planning course. British Journal of Educational Technology, 44(6), 986-999.
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.
When there is enough time, and perhaps some reason to communicate, team communication neither retards nor enhances team performance" (Schraagen & asker, 2003, p. 761). Thus, freedom to communicate is essential, and for the team's survival, all team members must feel the freedom to communicate and to listen, as well.
In addition, there may be some team members who simply refuse to "get on board" with the team. They may not communicate, they may not understand the goals, and they may not feel comfortable or included in the team. For success, it is essential to include these members in the team, even if they seem to resist. First, a team leader should make sure the team member is on board and understands the goals. The team leader should also try to find out if there are other reasons for non-participation before the team meets. If there are problems or arguments,…
Douglas, C., Martin, J.S., & Krapels, R.H. (2006). Communication in the transition to self-directed work teams. The Journal of Business Communication, 43(4), 295+.
Fleming, J.L., & Monda-Amaya, L.E. (2001). Process variables critical for team effectiveness. Remedial and Special Education, 22(3), 158.
Schraagen, J.M., Chipman, S.F., & Shalin, V.L. (Eds.). (2000). Cognitive task analysis. Mahwah, NJ: Lawrence Erlbaum Associates.
Schraagen, J.M., & Rasker, P. (2003). 31 Team Design. In Handbook of cognitive task design, Hollnagel, E. (Ed.) (pp. 753-784). Mahwah, NJ: Lawrence Erlbaum Associates.
TEAM THAT WASN'T
What would you say to andy (or someone with opinions similar to his own) to try to persuade him that "groups are [not] useless"? Provide a detailed argument.
The main fallacy of andy's point-of-view is that he defines the entire concept of teams by only one very narrow aspect of teamwork: decision making authority. To andy, the only relevance of teams is that decision-making authority vests in the group instead of in a single decision maker. Meanwhile, andy is completely ignorant of the tremendous potential value of teams and of effective collaboration (i.e. teamwork) within well-designed functional teams. His belief that no good ideas ever emerge from teams is highly inaccurate and reflects nothing more than his own self-centered projection of something that may be true of him onto others and onto the concept of teamwork.
In fact, the opposite is true on all counts. First, decision-making…
Robbins, S. And Coulter, M. (1999). Management. New Jersey: Prentice-Hall.
Robbins, S. (2000). Essentials of Organizational Behaviour. New Jersey: Prentice-Hall.
Thompson, L.L. (1999). Making the Team: A Guide for Managers. New Jersey:
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,
Performance Effects of Transformational Leadership in Public Administration," Doina Popescu Ljungholm examines a number of components of job performance for those in public administrator positions that work with the government. The focus of the study examined in the article is on how individual perceptions help explain employee behavior, leadership within the context of democratic governance, public administrators within their context of democratic governance, and leadership policies in public sector settings (Ljungholm, 2014). The author's goal was to build upon prior research that suggested that there was a moral component to transformational leadership, the impact of that leadership on public service motivation, how leadership can promote the moral values that promote public service, and what relationship exists between leadership and team performance (Ljungholm, 2014).
Ljungholm examines the concept of mission valence. Mission valence is not directly impacted by transformational leadership, but refers to an employee's perceptions of how the company impacts…
Ljungholm, D.P. (2014). The performance effects of transformational leadership in public administration. Contemporary Readings in Law and Social Justice, 6(1), 110-115.
Specifically, feedback is a necessity for assessing the immediate needs of the team, for evaluating both individual and team performance, for enabling individuals to improve their performance, and for enabling teams to improve their joint performance and teamwork.
Where the sports analogy breaks down again is in the different level of immediacy that applies to feedback in the realm of sports and professional business. In sports, feedback loops exist on a momentary basis at the operational level, whereas in business functions, it is very rare to have such immediacy of feedback. However, other than the temporal difference, feedback loops provide many of the same essential functions in both realms. In general principle, teams without efficient feedback mechanisms are destined to remain at their current levels of performance and success. Conversely, teams that succeed do so partly by accurately evaluating past performance with the express purpose of implementing the changes necessary…
Read two journal articles relating to Team Building through Servant Leadership philosophy.
Submit a written analysis (one to two pages) for each article, and attach a copy of the article.
Neill, M., Hayward, K., & Peterson, T. (2007). Students' Perceptions of the Interprofessional Team in Practice Through The Application of Servant Leadership Principles. Journal of Interprofessional Care, 21(4), 425-432
Neill, Hayward, and Peterson (2007) investigated the perceptions students have concerning interprofessional teams in practice using the principles of servant leadership. The sample that was studied was students from different professions within the health sector, subjected to a similar framework. The students provided care using mobile wellness services. These teams had a central source of communication coordinated by a faculty member of the health profession. An Interdisciplinary Education Perception Scale was used to measure the perceptions of interdisciplinary practice. Further, a pretest-posttest research design was employed in checking whether…
Teams are needed for completion of various projects which otherwise cannot be undertaken by an individual alone. However the question that arises in this connection is what are the strengths of teams that would make them better than an individual. Some advantages have been identified that make a team more desirable and they are as follows:
TWO HEADS AE BETTE THAN ONE
When more brains get together, they can come up with variety of ideas and solutions that can help solve problems in a much better way than an individual alone. Brainstorming sessions can generate many useful ideas which can enhance the performance of a team working on any project. (Wysocki, 2011)
During the completion of any project, people can come under serious stress which can negatively affect performance... A person who is handling stress alone finds it impossible to concentrate on completion of the task and hence…
Wysocki, Robert. Effective Project Management: Traditional, Agile, Extreme John Wiley and Sons, 2011
Balridge, Letitia. Letitia Baldrige's more than manners: raising today's kids to have kind manners & good hearts. Simon and Schuster, 1997
Lewis, Neil. 100 Rules for Entrepreneurs: Real-life Business Lessons. Harriman House Limited, 2010
Dyer, Gibb. Team building: proven strategies for improving team performance. John Wiley and Sons, 2007
Team Study (Marketing E Board) Conflict & Solution
In any given collective approach to an activity, there are bound to be some form of conflict, either explicit or implicit, within the team. There is need to have mechanism to identify the conflicts before they significantly interfere with the team activities and also set up tangible ways to solve the conflicts in a manner that the involved parties will be satisfied. This paper is centered around identifying the conflicts that were emergent in the marketing executive board, the reason for the emergence of the conflicts and the possible solutions to these conflicts that will permanently bring an end to the inefficiencies cause by these conflicts.
The marketing society meets every Monday during common hour and this particular meeting was a special one which was an adversary workshop which was led by the director of new projects. The workshop assumes…
Thompson, Leigh. (2014). Making the Team. Chapter 2: Performance and Productivity. Upper Saddle River, NJ: Pearson.
Thompson, Leigh. (2014). Making the Team. Chapter 3: Performance and Productivity. Upper Saddle River, NJ: Pearson
According to Green et al. (2015), globalization has resulted to increased dealings amidst individuals coming from different backgrounds. Individuals no longer exist and work in a blinkered surrounding; they are now considered as part of a global economy in competition within an international framework. For this cause, both profit and non-profit organizations ought to become more diversified so as to stay competitive. Capitalization and maximization of workplace diversity is an essential management concern.
In general, diversity can be described as the identification, comprehension, and acceptance of other individuals' personal disparities regardless of their race, sex, ethnicity, age, class, religion, and physical ability, among others. Everybody is unique in their own way, but also share certain biological and environmental traits (Dike, 2013).
Challenges of a Diverse Workforce
Green et al. (2015) mention that there are various challenges associated with a diverse workforce. The leaders and directors of an organization…
Dike, P. (2013). The impact of workplace diversity on organisations. Retrieved March 15, 2016, from https://www.theseus.fi
Green et al. (2015, October). Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. Retrieved March 15, 2016, from Food and Resource Economics Department, University of Florida: http://edis.ifas.ufl.edu
Heller et al. (2010, May 6). Global Teams: Trends, Challenges and Solutions. Retrieved March 15, 2016, from www.winwinhosting.net
Ministry of ManPower, Singapore. (2015, May 26). Managing Workplace Diversity; A Toolkit For Organisations. Retrieved March 15, 2016, from Ministry of ManPower (Singapore): www.mom.gov
Team Process Selection:
Setting SMAT goals and avoiding social loafing
For the purpose of this paper, I agreed to volunteer on a local committee designed to reduce childhood obesity in our immediate area. As is the case with many communities, the increasing BMI of children due to unhealthy food consumption and a lack of places to exercise are of great concern, especially to parents of elementary and middle school-age children. The committee was designed to create a less obesegenic environment through a variety of initiatives for this age group.
The committee works closely with the local elementary and middle schools, providing suggestions and support to make it easier for children to walk to school. ecent efforts have included putting in new bike racks on school grounds and hiring an additional crossing guard, to make walking to school less hazardous. The school has also eliminated bake sales as a source of…
"Creating SMART goals." Top Achievement. [3 Nov 2013]
"Important differences between groups and teams." Hogan Assessments. [3 Nov 2013]
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.
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.
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
If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral)" (Blair 2008). Groups, and members of a group, must have strong interpersonal and managerial skills, to become self-managing units. A group must exercise collective leadership, not merely be lead by a single individual (Blair 2008).
Even if one person may be designated as a leader, the group must agree upon a particular way to organize meetings, plan, set goals, and monitor and review performance. Having a mission statement can help give clarification and focus to all of these duties. If the mission statement becomes a point of contention, it at least encourages the articulation of issues in a clear and directive fashion and may even establish that disagreement is 'okay' within the group, early on. Having a formal feedback procedure ensures not only that the group is…
Blair, Gerard M. (2008). "Groups that work." The Art of Management. Retrieved March 14, 2008 at http://www.see.ed.ac.uk/~gerard/Management/art0.html?http://oldeee.see.ed.ac.uk/~gerard/Management/art0.html
Famous models: Stages of group development." (2001). Chimaera Consulting.
Retrieved March 14, 2008, at http://www.chimaeraconsulting.com/tuckman.htm
Geert Hofstede analysis." (1999). International Business Center.
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
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
I also tend to write too technically and my writing would improve from a more personal approach.
The first task I completed for the project was related to research. I worked well within the deadlines, and understood both short-term and long-term goals of the research. The greatest difficulty I encountered at this early stage was establishing time lines. Time lines and scheduling would have helped avoid conflict and miscommunication. I also might have avoided roadblocks that, in retrospect, seemed obvious. Overly optimistic and ambitious, I made too many assumptions about what could be done in a short period of time.
Reflecting on my performance, I can point out several areas of communication and management that I should improve. The first is becoming a better listener: to hear other members' point-of-view and also empathize with their concerns. Second, I would need to educate myself about diversity and cultural differences. Issues related…
E-conferencing tools are also useful and include: (1) data conferencing; (2) voice conferencing; (3) video conferencing; (4) discussion forums; (5) chat systems; and (6) e-meeting systems. Collaborative work management tools include: (1) calendars and scheduling; (2) task and project management; (3) workflow systems; (4) documents systems; and (5) knowledge management. (Alibocus, nd)
III. MICROSOFT on TECHNOLOGY COLLAORATION
The Microsoft Corporation reports in the work entitled: "uild Customer Connections" that in order to improve productivity and personal effectiveness that "a good portal and collaboration system provides one-stop access to resources throughout the enterprise." (nd) the provision of technology for collaboration is a provision that enables people and process to collaborate and enables the effectiveness of a team.
This work has demonstrated that collaboration in a group is an important aspect of team dynamics. Collaboration enables the group to be more successful in their endeavors and to promote success for the…
Alibocus, Klynn (nd) Collaboration in the NHS a Commercial Perspective. Kemosabe.biz. Online available at: http://www.kemosabe.biz/resources/Collaboration_in_the_NHS-a_commercial_perspective.pdf
Maldonado, Heidy; Lee, Brian; Klemmer, Scott R.; and Pea, Roy D. (nd) Patterns of Collaboration in Design Courses: Team Dynamics Affect Technology Appropriation, Artifact Creation and Course Performance. Stanford Center for Innovations in Learning. Online available at: http://hci.stanford.edu/ideas/publications/CSCL2007HM.pdf
Team Dynamics: Personal, Interpersonal, and Group (nd) DS Performance Group. Online available at: http://www. oup.com/index.php?submit=Dynamics
Build Customer Connections (nd) Microsoft Corporation. Online available at: http://download.microsoft.com/download/5/0/0/5000D7E6-AFDC-4CC5-A28C-0C6A385CF8B2/ADS_POC_Build_Customer_Connections.pdf
This was accomplished by: breaking down into small teams and having everyone work directly with some of the top executives at the firm (i.e. Steve Jobs). This created an atmosphere that encouraged employees to discuss their ideas and the impact they are having on consumers. It is at this point, that Apple was able to integrate these different ideas into their performance evaluation procedures. (Stone 38 -- 40) (Snell 143 -- 179)
Clearly, the performance evaluation system that Apple is using is helping the firm to attract and retain the best employees. This is because there is a focus on ensuring that all candidates for a position meet: the basic educational and experience qualifications. During the next stage, is when they will be subject to: a series of interviews, a practical exam and other criteria. This allows the company to decide which individuals would be the best choice for…
Griffin, Ricky. Management. Boston: Houghton Mifflin, 2008. Print.
Herbold, Robert. What's Holding You Back. San Francisco: Josey Bass, 2011. Print.
Highhouse, Scott. Stubborn Reliance. Industrial and Organizational Psychology 1:3 (2008): 333 -- 342
Snell, Scott. Managing Human Resources. Mason: South -- Western, 2012. Print.
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…
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.
Other elements that could lead to conflict include asynchronicity, the perceptions of what is appropriate for public and for private online spaces, and the limitations of reading and writing. These elements can lead to misunderstanding and to often needless conflict.
To avoid potential conflict arising from such misunderstandings, the authors suggest making "I" statements, which would allow the persons involved to understand the feelings behind the statements. Assumptions, as mentioned above, should be checked by questioning, and elements of active listening are also important. Finally, it is important to acknowledge perspectives other than one's own. It is also important to indicate an understanding that the perspective is one's own and not necessarily that of the others.
The authors also note that conflict will not always be avoided, but can be used as opportunities for learning and growth. When conflicts occur, the persons involved can learn about themselves and the reasons…
Mind Tools Ltd. (2008). Conflict Resolution. http://www.mindtools.com/pages/article/newLDR_81.htm
Moussou, Mihaela & White, Nancy (2004, May). Avoiding Online Misunderstandings. Full Circle Associates. http://www.fullcirc.com/community/avoidingconflict.htm
Sookman, Claire. (2007). Team Building: 3 Ways to effective team communication. The Sideroad. http://www.sideroad.com/Team_Building/effective_communication.html
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
Team members would then select which plan they felt would be most advantageous to their venture and vote accordingly, with the winning plan thus determining the group leader as the pre-selected plan leader. This would not entirely solve the factionalism problem, but the lack of vision and clear objectives currently affecting the group is the primary problem with the lack of leadership and is something that needs to be addressed; these are the problems that are preventing the group from moving forward in an effective and efficient way, and are the fundamental reasons behind the need for more defined and concrete leadership (Myatt, 2012). Once this leadership is established with a broader consensus about the direction the venture should be heading, those members of the team who disagree with the outcome will be more encouraged to renew their commitment to the team and maintain the right attitude in their efforts…
Boyle, J. (2011). Damaging Consequences From a Lack of Leadership. Accessed 12 December 2012. http://bigthink.com/experts-corner/damaging-consequences-from-a-lack-of-leadership
Myatt, M. (2012). Businesses don't fail -- leaders do. Accessed 12 December 2012. http://www.forbes.com/sites/mikemyatt/2012/01/12/businesses-dont-fail-leaders-do/
Peshawaria, R. (2011). There is no such thing as bad leadership. Accessed 12 December 2012. http://www.forbes.com/sites/rajeevpeshawaria/2011/08/19/there-is-no-such-thing-as-bad-leadership/
Performance reviews, even from the organization's point-of-view, allow the organization to engage in some soul-searching as to what areas of employee performance are valued. They may even help the organization identify star performers that may not shine and glitter, but have made a measurable contribution to the organization by helping it meet its benchmarks. It can be an education and a valuable form of self-scrutiny for the organization as well as for the employee. Sadly, in today's litigious climate, performance reviews may also be a necessity simply from the point-of-view of demonstrating to a court of law, if the employer lets go a particular individual, that the employee was performing below 'par' on a consistent basis, review after review. It also helps the organization, if the appraisals are oral, gain feedback from both good and bad employees about what makes them perform at an optimal or sub-optimal level.
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…
An organization can achieve a competitive edge only and only with the help of its employees. Therefore, it is necessary that right employees are selected then trained and developed and a performance-based reward system. The question then comes to the performance measurement system. In a furniture retail store where I work they stick to the old practice of a meeting of top managers and supervisor who sit down annually and critically review the performance of all customer service personnel. They carry out a thorough examination of employee performance with respect to the goal set for them by the management. In this setting where only goals are there to guide employees and performance appraisal system is vague and subjective, most employees are just interested in meeting their targets and they do not strive to exceed their employers expectations. Performance evaluation should be an evaluation and development tool with the…
Sims, R. (2002). Organizational Success through Effective Human Resources Management. Quorum Books. Westport, CT.
Kreiner, J. (2000). Examining the human Body. The Washington Times. March 18.
Prasad, S., Tata, J., & Thorn, R. (1999). The Influence of Organizational Structure on the Effectiveness of TQM Programs. Journal of Managerial Issue. Vol. 11.
Performance Management through the Lens of Keys v. Humana (2012)
Kathryn Keys, former employee of Humana Incorporated, filed a claim of racial discrimination under the Civil ights Acts of 1964 and 1991 (Keys v. Humana, 2012). The U.S. District Court for the Western District of Kentucky sided with the defendant, Humana Inc., in January 2010 and dismissed the case on the grounds that the facts were insufficient to support a claim of racial discrimination under the McDonnell Douglass framework. The McDonnell Douglas framework requires the plaintiff to show that they are a member of a protected class, were qualified to hold the job in question, were treated differently than others not belonging to a protected class or were replaced by an unprotected person, and were harmed by an employment decision. Specifically, the lower court found that Keys failed to show that Caucasian employees who were not fired were indeed performing…
Human Inc. (2012). Well-being starts with us. 2010 & 2011 Corporate Social Responsibility Report. Retrieved 26 Feb. 2014 from http://apps.humana.com/marketing/documents.asp?file=1853059 .
Keys v. Humana Inc., No. 11-5472 F.6th (Fed. Cir. 2012).
Littler Learning Group. (2009). Performance management and corrective action: A resource guide for managers & supervisors. Retrieved 25 Feb. 2014 from http://www.csus.edu/hr/docs/professional/perfmgmtandcorrectiveaction050109.pdf .
Van Bogaert, D.A. (n.d.). New legal battlegrounds for performance evaluations. Retrieved 25 Feb. 2014 from http://myweb.lmu.edu/dbogaert/newlegalbattlegroundspedvb.pdf .
Person Being Assessed: Jane Doe
Person ompleting Assessment: Jason Marshall
Position of Person Being Assessed: Administrative Assistant
Date of Performance Evaluation: 6/23/2014
Rating Scale to be Used:
Excels in Performance
Does Not Meet Expectations
Fails to Meet Performance Standards
The employee has a sufficient understanding of his/her job duties and when they should be completed
Employee is willing to help out internal employees when assistance is needed
Employee is willing to help clients and other external parties that need assistance as needed
Employee retains a positive attitude as a general habit
Employee is cool under pressure even when situations or deadlines created stress or tension
Employee is consistent in completing required job duties in a timely manner
Employee only needs to be told something once, or maybe twice, before something is learned and perfected
8) Employee maintains a positive attitude regardless of…
Confirmation of Completion by Manager
Date of Next Review -- 6/24/2015
Feedback regarding review from employee: ____
Accreditation plan for the American Correctional Association
The accreditation of the correctional facilities is aimed at ensuring the well-being of the inmates but also is targeted at benefiting the employees, the victims, the courts as well as the legislators of a state. The standards that are set do allow the protection of the judicial system from embarrassment as well as allowing the correctional institutions to have and retain the autonomy from outside interventions.
Goals and functions of functional areas
Safety; this involves provision of conditions that are humane, protection of the inmates from rape and possible assault, giving of nutritious food as well as medical care, giving the inmates a hygienic living environment and recreation activities. This will ensure the inmates are safe from ill health or physical harm while within the walls of the facility as well as being safe from abusive guards.
Security; this functional are…
American Correctional Association, (2014). Public Correctional Policy on Standards and Accreditation. Retrieved March 7, 2014 from https://www.aca.org/government/policyresolution/view.asp?ID=44
David Ronald R., (2006). Evaluating American Correctional Association Accreditation of Adult Correctional Institutions. Retrieved March 7, 2014 from https://www.google.co.ke/url?sa=t&rct=j&q=&esrc=s&source=web&cd=5&cad=rja&uact=8&ved=0CEgQFjAE&url=https%3A%2F%2Fdspace.uta.edu%2Fbitstream%2Fhandle%2F10106%2F478%2Fumi-uta-1244.pdf%3Fsequence%3D1&ei=r3YcU97SBubb7Aa2hIHAAQ&usg=AFQjCNGeh6YJwRQeOzwduuSGkhI3J9IXMg&sig2=jVsH_ysiTj7ZUyDagJDjSA&bvm=bv.62578216,d.bGE
Flynn E.E., (1977). The Correctional Facility: The Environment Today and in the Future. Library Trends. Summer edition.
Manitoba Laws, (1999). The Correctional Services Act. Retrieved March 7, 2014 from https://web2.gov.mb.ca/laws/statutes/ccsm/c230e.php
In a good performance management system the manager plays a vital role. He is responsible to not only identify the employee strengths and weaknesses but also to acknowledge good performance and to provide developmental suggestions. The later part is very important, as it does no good to just spot the deficiency of an employee without providing positive suggestions for improvement. The employees for their part must be encouraged to provide their valuable input during every stage of the process. For example, some organizations even collect feedback from employees to evaluate the performance of their superiors. Thus, an appraisal denotes not just the supervisors assessing their subordinates but also rating from team members, rating by employees of their superiors, review by the HR department etc. Once such active and collaborative participation is achieved then the performance appraisal process attains its chosen objective, that of increasing the overall employee performance.
Performance Management: Implementing an Effective Performance Management System
Why Performance Management?
Performance management is the organized method that companies use to monitor the results of work activities, to measure and evaluate the performance of the employees, and to ensure that goals are met in an effective and efficient manner. According to Pulakos (2009), performance management is a key process that ensures that work gets done; and it is used by different organizations to communicate expectations and drive behavior towards achievement of important goals. For instance, ABC Company has offices in more than 50 countries across the globe and it employs over 40,000 employees from various cultural backgrounds, and it also deals with a diverse range of customers. It therefore needs to develop a performance management system that fosters an inclusive environment and channels different employees' talents and capabilities towards achievement of the organization's goals.
It is important to implement an…
Pulakos, E.D. (2009). Performance management: A new approach for driving business results. West Sussex, United Kingdom: John Wiley & Sons Ltd.-Blackwell Publishing.
Stone, R, D. (2009). Achieving Results with a Performance-Centered Design Framework. Performance Improvement Vol. 48(5) 37-44. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/237234715/AD71C5FFAAEA427APQ/1?accountid=39364
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.
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…
Managing People. Module 5 Managing developing teams Module 6 Managing Performance. Develop a -page scenario a work team familiar. Describe work team organisational context operates. Include appendix.
Managing and developing teams and managing for performance when creating a new corporate software training manual
The Bruce Tuckman model of team development
Managing and developing teams and managing for performance when creating a new corporate software training manual
In my past place of employment (which will be known as company X), the members of the IT staff and members of other departments were forced to collaborate on a joint effort to create a corporate manual to explain the company's new computer operating system to all employees. Proper safety Internet 'hygiene;' dealing with the operating system on a daily basis, and orienting workers to the various new applications were all to be described. In other words, effective communication was…
Bacal, R (1999). Performance management. New York: McGraw-Hill.
Chapman, A. (2013). Bruce Tuckman. Business Balls. Retrieved:
Cleland, D.I. (1996). Strategic management of teams. New York: John Wiley and Sons.
"Reponses given were on a 5-point Likert scale anchored at the extremes by strongly disagree and strongly agree." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1) the results reported "show a significant relationship between team members' perceptions of efficacy and each of the four sociogram factors, with correlations exceeding .30 in each case and in the hypothesized direction." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1) Individual self-efficacy in relation to the link with cohesion factors resulted in findings as follows:
"…individual level self-efficacy was significantly correlated with each of the cohesion dimensions except for unity of purpose. Self-efficacy by itself was only significantly related to positive social relations, and to the two cohesion dimensions of teamwork and attraction to group." (Marcos, Miguel, Oliva, and Calvo. 2009, p.1)
Also found to be among the cohesion factors were relationships and teamwork is reported to have had "a significant relationship with the rest of…
Bandura, a. (1997) Self-efficacy: the exercise of control. Freeman, New York.
Bandura, a. (2006) Guide to the construction of self-efficacy scales. in: Self-efficacy beliefs of adolescents. Eds: Pajares, F. And Urdan, T. Greenwich, CT: Information Age Publishing. 5, 307-337.
Carron, a.V. And Brawley, L.R. (2000) Cohesion: Conceptual and measurement issues. Small Group Research331, 89-106.
Carron, a.V., Colman, M.M., Wheeler, J. And Stevens, D. (2002) Cohesion and performance in sport: A meta analysis. Journal of Sport & Exercise Psychology 224, 168-188.
Individual and Team Appraisal Systems and Converting
Individual Appraisal to Team Appraisal System
Different appraisal systems
Appraisal, according to many scholars and dictionaries would be the professional assessment of a person, or something in order to properly estimate its quality and value. This is better defined by the oxford dictionary which attributes an appraisal to "a formal assessment, typically in an interview, of the performance of an employee over a particular period." Therefore it is important for an organization to carry out appraisals on its employees either as a team or as an individual and its systems to find out more on their value input to the organization.
Generally an organizational structure works in two ways either as a team or as an individual. Therefore performance appraisals will usually be carried out on the two systems during a specific period. Terrence, M. And Joyce, M. (2004) in their presentation…
Charles, M., Dick, M. & Rod, D. (1995). Team Performance Management an International Journal vol1.no 4, 1995 (pp13-15)
Terrence H. Murphy, Joyce Margulies (2004). Performance Appraisals. Retrieved from http://www.bnabooks.com/ababna/eeo/2004/eeo55.pdf (pp 1-7)
The Interagency Advisory Group Committee on Performance Management and Recognition (1993). Evaluating team performance: a report of the working group on evaluating team performance. (pp. 23-27)
The U.S., Army Logistics Network has defined specific pricing and costing levels by rank, and strives to push accountability and responsibility as far down the chain of command as possible. As nearly every officer who acts as a buyer within the purchasing and procurement teams has been trained on the fundamentals of accrual-based costing, cost-based accounting, supplier management and supply chain planning, each is given a set of metrics to measure their performance individually and as a team against. As a result, decision making is pushed to the lowest levels of virtual teams with accountability being assigned to the officer responsible for a given supplier. Decision making that involves the entire group is much more collaborative in nature, relying on Internet-based technologies for sharing documents, presentations, and other materials to assist in the development of alternatives. The U.S. Army Logistics Network is heavily reliant on collaborative forms of technology based…
Jay Bal, & John Gundry. (1999). Virtual teaming in the automotive supply chain. Team Performance Management, 5(6), 174.
Jay Bal, & PK Teo. (2001). Implementing virtual teamworking: Part 3 -- a methodology for introducing virtual teamworking. Logistics Information Management, 14(4), 276-292.
F Barahona, P Chowdhary, M Ettl, P Huang, & et al. (2007). Inventory allocation and transportation scheduling for logistics of network-centric military operations. IBM Journal of Research and Development, 51(3/4), 391-407.
Henri Barki, & Alain Pinsonneault. (2005). A Model of Organizational Integration, Implementation Effort, and Performance. Organization Science, 16(2), 165-179.
Moreover, the strong correlation between confidence in peers and communication/problem understanding demonstrated that it is the confidence and ability of these co-workers that encourage members of self-managing teams to gather new information and knowledge, so that they may create useful decisions in relation to problem solving. Confidence in peers resulted in a negative, not positive, impact on organization and negotiation. This suggested that confidence in peers has a negative effect in the process of organizing the dissemination of knowledge in self-managing teams. Thus, it is imperative for team members to trust their peers and management and, in doing so, create and share new knowledge and further the organization's opportunity to offer best solutions to clients. Present research lacks the empirical evidence supporting the relationship between interpersonal trust and knowledge acquisition. Especially, academicians and practitioners are interested in studying whether "interpersonal trust" advances the follower's knowledge acquisition practices -- knowledge sharing…
Abbott, J.B., Boyd, N.B, and Miles, G. (2006) Does Type of Team Matter? An Investigation of the Relationships Between Job Characteristics and Outcomes Within a Team-Based Environment. The Journal of Social Psychology
Attaran, M. And Nguyen, N.U. (1999) Succeeding with self-managed work teams. CT Industrial Management. 41(4). 24-29
Brannick, M.T. And C. Prince. An overview of team performance measurement. In Team performance assessment and measurement-Theory, methods, and applications, ed. M. Brannick, E. Salas and C. Prince. Hillsdale, NJ: Erlbaum. Brannick, M.T., E. Salas and C. Prince. 1997. Team performance assessment and measurement: Theory, methods, and applications. Hillsdale, NJ: Erlbaum.
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.
Peterson, K. (1995) Critical Issue: Building a Committed Team, Retrieved at http://www.ncrel.org/sdrs/areas/issues/educatrs/leadrshp/le200.htm
Leithwood, K., (unavailable year), Educational Leadership, a review of the research, Retrieved from www.temple.edu/Lss/pdf/ReviewOfTheResearchLeithwood.pdf
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.
In increasing the motivation, satisfaction and performance of a team, communication is an important tool. Communication should be two-way where the team members are able to communicate between themselves as well as with the team leaders and the team leader is able to communicate with the team members. The promotion of open dialogue among the team members through team meetings as well as in general project communication allows each of the team members to provide their input into the project. This also helps to recognize the diversity of the skills and abilities of the team members since each of them will be able to give the input which best complements their abilities which will leads to increased respect between the team members as they accept all constructive inputs given. Communication will also help to build good camaraderie in the team by promoting a participative environment where the team members feel…
Flannes, S.W., & Levin, G. (2005). Essential people skills for project managers. Vienna, VA: Management Concepts, Inc.
Rad, P.F., & Levin, G. (2003). Achieving project management success using virtual teams. Boca Raton, FL: J. Ross Publishing, Inc.
Simpson, W.F., Gould, P.E., Hardy, P.J., & Lindahl, K.J. (1997). Essentials of supervision. Malvern, PA: Insurance Institute of America.
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
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Moreover, the strong correlation between confidence in peers and communication/problem understanding demonstrated that it is the confidence and ability of these co-workers that encourage members of self-managing teams to…Read Full Paper ❯
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Business - Management
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…Read Full Paper ❯
In increasing the motivation, satisfaction and performance of a team, communication is an important tool. Communication should be two-way where the team members are able to communicate between themselves…Read Full Paper ❯
Business - Management
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…Read Full Paper ❯