...Team • Measuring Team Performance Establishing teams is not a cure-all success formula for organizations. Teams will be successful only to the extent that they have a clear purpose, apply elements of high performance teamwork, and can produce measurable results. The goal of this session is to familiarize you with the fundamentals of high performance teamwork and help you build a Team Agreement that will serve as a contract to guide your team through to the completion of your mission. Organizations that master high performance teamwork have a competitive advantage that can translate into real business performance improvement. Learning Objectives Upon completion of this unit, you will be able to: 1. Develop and complete a Team Agreement that conforms to the guidelines found in these training materials and that a team will actually use on-the-job 2. Describe your role in the high performance team process according to the definitions found in these training materials and by using input from others (i.e., team members, team leader, team sponsor) 3. Identify your team’s phase of development, as defined in these training materials, and set realistic expectations for team outputs (based on the team’s development phase) © RICHARD CHANG ASSOCIATES, INC. 1 BUILDING A DYNAMIC TEAM Building A Dynamic Team (cont.) Agenda Building Toward High Performance Starting Up A Team Creating And Using Team Agreements Creating Your Team Agreement: A...
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...BOOK REVIEW: TALENT - MAKING PEOPLE YOUR COMPETITIVE ADVANTAGE BEVERLY R. STUMP WESTERN CAROLINA UNIVERSITY March 9, 2014 Abstract Edward E. Lawler is passionate about talent and makes this the corner stone of his book, Talent: Making People Your Competitive Advantage. Creating a Human Capital-centric organization can be achieved only if there is sufficient talent and if the right structures, systems, processes, and management practices are in place to develop and retain that talent while attracting whatever other talent may be needed as the organization changes. Lawler brings forth a structure to build an organization with solid talent and guidance to prepare any Human Resource executive to sit at the executive table and be a strategic partner within the organization. Walk the Walk and Talk the Talk In this book, Edward Lawler provides an understanding of how to gain and sustain a competitive advantage by recruiting, hiring, and retaining compatible talent with the right structures, systems, process, and practices in one place. Lawler believes that “fewer and fewer companies can be successful by practicing an old-school bureaucratic (structure-centric) approach to management”, an approach I agree with. He is urging companies to “walk the walk and talk the talk” encouraging companies to stay away from clichés and trends. Lawler further argues that competitive advantages do not come from offering the lowest price, the newest technology, or an expensive product...
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...Design for Change Allison Hunt LDR 625 Design for Change Organizational design is more complex and inclusive of more elements than organizational structure. Organizations must consider design capabilities and flexibility during growth periods for design change to be effective (Spector, 2013). If the organization simply attempts to imitate the design of other successful businesses or fails to realign resources for new value in a changing environment, the expected outcomes of the design change will likely not be met. While many design challenges are common among all organizations, each firm must still design and implement design features appropriate to growth strategy (Spector, 2013). High commitment work systems possess design elements that are highly effective for employee engagement, productivity, and overall firm profit. An organization with a high commitment work system has highly engaged, productive employees personally invested in the success of the company and flexible enough to appropriately embrace, and contribute to, change (Lawler, 1986). Common Design Challenges for All Organizations All organizations face common design challenges in functionality, collaboration, and leadership. The degree of specialization in the organization impacts the complexity of the division of labor, level of differentiation, and authority of relationships (Cotton, 1996). Cross-functionality can be difficult to establish in companies with higher divisions of labor and can contribute...
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...Keller Graduate University [2009] Final Project Proposal “How to make Natel Engineering become a High Performance Organization” GROUP MEMBERS: Anthony Gonzales (acgonzales@msn.com) Christopher Cerdon (ccerdon@gmail.com) Raymond Bucassas (raymond_bucassas@yahoo.com) Kathryn Weber (kweber777@gmail.com) Nancy Sanchez (nancysanchez1985@hotmail.com) [pomona, ca] INTRODUCTION Good employee relations are crucial to any work environment in order to perform at their maximum efficiency. Excellent work and ethical values are needed to ensure a high quality standard of treatment in all occupational situations. A company that does not know how to treat their employees as their number one asset is a company destined to falter. Target Company: Natel Engineering Co., Inc. Chatsworth, Ca Founded in 1975, a foremost, privately held, independent manufacturer of a wide variety of microelectronic products, providing mid to high volume production to defense, aerospace, fiber optics/optoelectronics, medical, space, RF microwave and telecommunication industries. According to Business Week magazine in 2007, Natel Engineering Co. has been ranked as the 9th largest aerospace manufacturer in the greater San Fernando Valley area based on the number of employees. Natel is founded and owned by Sudesh Arora, who has a very prestigious background in Electrical Engineering -- he developed an exceptionally complex sulfur analyzer which won him the popular IR-100 Award...
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...Creating a Plan for Positive Influence Creating a Plan for Positive Influence Kirk Carlson LDR/531 Creating a Plan for Positive Influence A team has been assigned to complete a television show series scheduled to air on a major network next year. The team has one year to complete the television show pilot and the first season of the show. The team was composed of producers, writers, videographers, editors, and staff coordinators. The team has been tasked with developing a plan designed to motivate, satisfy, and increase performance within the group assigned to create the show. The team needs to take into consideration individual behaviors, such as values, attitudes, emotions, and personalities. The author of this paper was tasked with writing the plan that will create a positive influence within the team that will be creating the television show. Creating a plan for Positive Influence The three main areas that need to be focused when creating a plan of positive influence are satisfaction, motivation, and performance. The employees need to work in an environment that satisfies their basic needs for employment. The employees need to be properly motivated to work on a project for an extended period. The main result that the employer is looking for is performance of the employees who produces a completed television series. Satisfaction Holland (2011) stated, “Job satisfaction is known to be a significant attitudinal variable associated with employee commitment in both...
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...trends in ob |Organizations have considerably emerged in the field of structure, operation and people in this modern era. Technical advancement has taken | |the place of manual man power. Quality based functioning is preferred than quantity based. Jobs have become instable and insecure for the | |subordinates. They have flat hierarchy and horizontal structure which based on the tasks to be accomplished. There is rapid increase in the | |competition in the market. Cross culture management has emerged which has given a considerable change in the role of sex differentiation. | |Organization has more emphasis on the sound system of training. The new systems demands for more technical issues, feedback, reference | |issues, normative issues, social feedback which helps in building an ability to perform the job efficiently. It has various features as they | |have to work on different legal, political and economic system, face tough competition from multinationals as well as from the local | |industries, need to be flexible, organizational structure is flat, prefer to appoint the people with global view, need to train multi skills | |to the employees, special training in respect of cross culture and socialization, to maintain a balance between the countries to maintain | |good relations for the sake of running effective business in their country. It is very essential to maintain global culture within the | |organizations to have effective and...
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...CREATING ORGANIZATIONAL VALUE AND HIGH PERFORMANCE THROUGH INTEGRATED SUSTAINABILITY PROGRAMS AND BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth...
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...individual job, and the individual practice (Becker, Huselid, and Ulrich, 2001), with the basic premise that improvements in individual employee performance will automatically enhance organizational performance. In the 1990s, an emphasis on strategy and the importance of HR systems began to emerge. Both researchers and practitioners began to recognize the impact of aligning HR practices with organizational strategy. HR has now emerged as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are closely aligned with each other and also with the overall strategy of the organization. This new approach of managing human resources has introduced a more strategic role of HRM in an organization. Globalizations, technological advance, changes in the nature of work, changes in workforce demographics are the factors that demand more strategic role of HRM in management. In order to play a more strategic role as a HR manager you need to involve in many tasks like creating strategy execution role, creating formulation execution role, creating a strategic HRM system, creating high-performance-work system, translating strategy into HR policy & practice, and creating a HR scorecard process. 2. WHY AS A HR MANAGER YOU NEED TO PLAY A MORE STRATEGIC ROLE IN YOUR ORGANIZATION TODAY? 2.1 Globalization The term Globalization has invaded the mind of every successful businessman and the concept of Global Village...
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...Running head: [SHORTENED TITLE UP TO 50 CHARACTERS] 1 The study of performance management is an area many organizations realize should be a priority for their employee’s development in today’s workforce and the future workforce. The success of an organizational performance management system is identified by the overall success and professional development of their employees. To understand and define an effective performance management system, organizational leadership should know their employee’s needs, enhance their competencies, have an effective communication plan, and empower their employees with knowledge resulting in a highly motivated workforce. Several performance management strategies have been developed and implemented over the years; however effective and successful performance management systems continue to be a challenge. Over the past few years, organizations have adopted coaching strategies to help enhance their performance management system. With the adoption of successful coaching principles, organizations have seen higher performance outputs and overall job satisfaction. Loehr and Schwartz have described executive leaders as “corporate athletes” and suggested that to perform at high levels over lengthy periods of time they must train in the same systematic, multi-level way athletes do. (Loehr & Schwartz, 2001) The paper will discuss how business leaders, Lee Cockerell, former Executive Vice President of Operations at Walt Disney World® Resort...
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...Creating a Plan for Positive Influence A team has been assigned to complete a television show series scheduled to air on a major network next year. The team has one year to complete the television show pilot and the first season of the show. The team was composed of producers, writers, videographers, editors, and staff coordinators. The team has been tasked with developing a plan designed to motivate, satisfy, and increase performance within the group assigned to create the show. The team needs to take into consideration individual behaviors, such as values, attitudes, emotions, and personalities. The author of this paper was tasked with writing the plan that will create a positive influence within the team that will be creating the television show. Creating a plan for Positive Influence The three main areas that need to be focused when creating a plan of positive influence are satisfaction, motivation, and performance. The employees need to work in an environment that satisfies their basic needs for employment. The employees need to be properly motivated to work on a project for an extended period. The main result that the employer is looking for is performance of the employees who produces a completed television series. Satisfaction Holland (2011) stated, “Job satisfaction is known to be a significant attitudinal variable associated with employee commitment in both job and organizational performance.” (p. 96). The employees need to be committed to the...
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...very basic focus on acquiring, hiring and retaining employees. As companies evolved, their focus began to shift to create a higher performing workforce. They found that the key to igniting optimal performance is aligning the company strategy with talent management. Formulate a talent management strategy to encompass the entire talent requirements of the organization. According to Nancy Lockwood, talent management is the primary driver for organizational success. It is the implementation of integrated strategies or systems designed to increase workplace productivity by developing improved processes for attracting, developing, retaining and utilizing people with the required skills and aptitude to meet current and future business needs (Lockwood, 2006). By implementing an effective talent management process the company is more prepared to compete and improve their recruiting process. An effective talent management strategy consists of the following: Align the talent management plan with the company’s strategic plan and overall business need. By aligning this goal, it allows management to clarify job roles for individuals and add value to the employees in the organization by engaging them and taking ownership in the success of the company. All the employees in the organization understand what is expected of them and why, and are able to track the progress they are making. In addition, investing in talent and the development of individuals in house can boost overall efficiency...
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...Team Effectiveness / The Roles of Leaders in High-Performance Teams MGT 451 Team Leadership December 19, 2013 Coming up with high performing teams in organizations and institutions heavily depends on the type of leadership styles. The most important aptitude of any leader is ensuring that his or her people can work as a team in meeting the goals and objectives of the organization. Getting tasks accomplished in good time, motivating employees to remain focused and guiding them towards good business practices are some of the core roles of a leader. Focusing on principles of teamwork, best practices and issues arising in contemporary organizations, this paper will critically discuss the role of leaders in high-performance teams. Before discussing the role of leaders in high-performance teams, it is important to first of all look at why high-performance teams need highly skilled leaders. Hanlan (2004) defines a team as collection of a certain number of people with harmonized skills and whose commitment is towards achieving the organization’s goals and objectives using a mutually accountable approach. A high-performance team normally comes up with results that are extraordinary and go beyond expectations. Transforming teams into high-performance is very important because teams are the basic foundation of many organizations. A high-performance team is essential because most of the projects in organizations are always complex, unclear and require creativity...
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...Cultivating High Performance In larger organizations, how do you sustain the high performance magic that seems to come naturally in a well-managed entrepreneurial environment? A number of years ago, I got a call from my friend Jack. Jack had started his own company and by the late 90s he had built a very successful $40 million business. It had grown very quickly and was profitable -- but Jack had begun to feel uneasy. As we discussed his concerns, Jack's first words were "it just isn't fun anymore." When I replied -- "who said it's supposed to be fun"-- there was a long silence on both ends of the phone. The comment was intended half in jest, but we were both struck by its implications. It wasn't long before we had framed the question that would occupy our discussions for months to come: As a company grows, does it have to stop being fun? Our early discussions focused on the point at which it stopped being fun for him. Although Jack could not identify the precise point at which it began to change, he clearly knew when he was enjoying it most. Despite the usual life and death struggles of an early stage company, he felt that the early years were the most fun. I can remember his words clearly, "Without a doubt," he said, "those were the most trying times -- but they were best times as well." Having had a similar experience some years earlier in a company I built from a business plan, I knew exactly how Jack felt. We too had grown rapidly and were very profitable, but my...
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...Compensation and Benefit Strategy of an Organization Jane Q. Student DeVry University Professor Dibenedetto June 23, 2013 Abstract: The aim of this paper is to examine the compensation challenges within Owens & Minor and create a compensation strategy that will benefit not only the company, but the employee. With the constant change in today’s business world, to have a competitive advantage makes it difficult for employers to attract and retain the most talented employees. Identifying the company’s compensation strategy ensures the organization offers the right pay and manages the pay increases to retain top talents. When we hear the word compensation we think about compensating an employee for their work performed, but there is much more to compensation and a company’s strategy than what a person is paid. Compensation and benefits, “includes not only salary, but also the direct and indirect rewards and benefits the employee is provided with in return for their contribution to the organization. To determine compensation, organizations should develop a compensation and rewards program that outlines an equitable process for compensating employees” (“Compensation and Benefits,” n.d.). This plan is an extremely important piece of the overall HR approach to keep the company competitive and successful in the global market. Throughout this paper we will discuss the compensation and benefits strategy of the organization and recommendations on how to create a well-structured...
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...Oklahoma, Norman, OK, USA The purpose of this article is to develop a theoretical framework for governing an organization’s relationships with customers engaged as contributors to the organization’s business processes (i.e. customers as quasi-employees). Based on our suggested framework, we explain how appropriate customer-centric HRM practices can support more cost-effective and accommodating adaptations in the organization’s governance of its relationships with customers. We complement these propositions with practical examples illustrating how customers who take different cooperative roles will increasingly become valuable organizational assets. The collaborating customers not only provide the information necessary for the successful performance of the service exchange, but also contribute human and social capital in performing tasks that are a complement to or a substitute for employee tasks. In conclusion, we outline implications for international human resource management (IHRM), as well as future research directions for examining the relationships among customer governance, role configurations, and IHRM practices. Keywords: customer participation; customer relationship management; governance; IHRM a Service is the use of human resources for the benefit of another party...
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