...Performance Management at Vitality Health Enterprises, Inc. 1.) Who should evaluate employee’s performance? What should leaders do when (individual, team, organization) performance is lacking? Every leader in an organization should evaluate employee’s performances, whoever a leader in an organization has it’s own sub-ordinates; their sub-ordinates’ performances should be evaluated. Once an individual, team or organization performances are lacking, leaders should either motivate or penalize the lack of performances. In real world, I think both works. Through a good rewarding system, one should be motivated for gaining a bigger paycheck or recognition form their senior. Everyone gets pay for their services, under a good rewarding systems, one who performed better than required can get a better pay or promotion always work in a real business world. Vise versa, one who didn’t pay less or layoff sounds fair. Employee evaluations can always be a positive, encouraging, and a good outline on how they are doing in the many categories of their job responsibilities. On the other hand, it can also be considered a waste of time and doesn’t work if neither leader nor their sub-ordinates take it seriously and just go through the motions. 2.) Should the new performance review system at Vitality Health be revised? What changes would you recommend to the new performance management system? How should the changes be implemented? Carefully consider the consequences of your recommendations...
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...HBR.ORG Spotlight on Smarter sales The End of Solution Sales The old playbook no longer works. Star salespeople now seek to upend the customer’s current approach to doing business. by Brent Adamson, Matthew Dixon, and Nicholas Toman July–August 2012 reprinT R1207C Spotlight on Smarter sales Spotlight Artwork Chad Wys, Thrift Store Landscape With a Color Test, 2009, paint on found canvas and frame, 42" x 34" x 2" For article reprints call 800-988-0886 or 617-783-7500, or visit hbr.org Brent Adamson is a managing director, Matthew Dixon is an executive director, and Nicholas Toman is a research director at Corporate Executive Board. The End of Solution Sales The old playbook no longer works. Star salespeople now seek to upend the customer’s current approach to doing business. by Brent Adamson, Matthew Dixon, and Nicholas Toman July–August 2012 Harvard Business Review 3 Copyright © 2012 Harvard Business School Publishing Corporation. All rights reserved. T Spotlight on Smarter sales The hardest thing about B2B selling today is that customers don’t need you the way they used to. In recent decades sales reps have become adept at discovering customers’ needs and selling them “solutions”—generally, complex combinations of products and services. This worked because customers didn’t know how to solve their own problems, even though they often had a good understanding of what their problems were. But now, owing to increasingly...
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...JFT Task 1 Lisa R. Green A1. Bill Bailey Inspiration is the mental fortitude that drives one to succeed at a targeted objective. Inspiration is derived socially, behaviorally, and physiologically. Mr. Baily can employ a goal setting theory during the proposed merger between the Utah Symphony and the Utah Opera. Edwin Locke, who is a leading authority on the goal setting theory, along with his associates defines a goal as what an individual is trying to accomplish. (Kreitner & Kinicki, 2010) Goal setting has four motivational characteristics which are the following: 1. Goals direct attention- Goals direct one’s action toward objective relevant activities instead of activities that would delay you from reaching your goal. Goals force you to set priorities. 2. Goals regulate effort- Goals force us to meet deadlines and at accordingly within time frames established. 3. Goals increase persistence- Goals motivate people to work harder and pay more attention to the objective ahead. Goals encourage acting according to priorities set. 4. Goals foster the development and application of task strategies and action plans- Goals encourage you to make decisions, plans, and priorities based on meeting certain established objectives. . (Kreitner & Kinicki, 2010) Mr. Baily can view the merger as a goal and persuade the remaining representatives that the merger will have a positive end result rather than a negative one. Mr. Baily needs to put a specific...
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...Two months prior to the main show, a team was formed with 2 leaders, who are Mr Rose and Ms Eilien and 50 members including Masters, Stage crews and Marketing crews. Masters are those who have highly specialized tasks including Sound, Light, Backstage and etc. Stage crews are general crews who work on the stage organizing the cables and preparing tools for the show. Marketing crews are those who are in charge of selling the show tickets and advertising the show. This team is both formal group and project team being supported by the organization, Taylor’s college in Subang Jaya. This team is supposed to be disbanded after the main show. All the crews are from various parts of an organization “Taylor’s college” working together on a temporary basis. The two leaders get involved with the team and teamwork with different leadership styles for each Masters, Stage crews and Marketing crews. The leaders act as External coaches for Masters and Marketing crews and network facilitators for Stage crews. The leaders give a lot of responsibilities to Masters and Marketing crews. Besides giving advises and encouragement the leaders let the Masters and Marketing crews do on their own ways. They are given authority and responsible to make their own decision on their tasks. The members in Master group train one another to develop multiple skills. When they face problems, instead of directly looking for the leaders to help, they discuss first and tried to find a solution by themselves. The Masters...
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...Health Care Management Errors in a Post Modern/Complex Adaptive System MHA 601 Health Care Management Errors in a Post Modern/Complex Adaptive System Post modernistic/complex adaptive systems allow a leader a broader spectrum in which to examine a potential problem. In the past, problems in healthcare were presented and leaders used an absolute to correct the problem and move forward. Health care problems today are more complex and require a manager to think in terms bigger than just an absolute solution. “For the postmodernist, all models are only partial descriptions of reality, and scientific models are shaped not only by traditional scientific processes, but also by political, social, and personal interest,” (Johnson, 2009, p. 65). The following summaries of management errors will be examined as if management were that of a post modern/complex adaptive system. Scenario 1: A manager fails to account for employees’ ability to learn safe practices by experimenting on their own to increase productivity and jeopardize current standards put in place. This scenario is an error because the manager failed to see the inevitability of change. As resources become scarcer, employees are going to search for ways to increase their productivity as they feel more pressure to produce. A manger with a post modernist perspective would act as a change agent and anticipate the need for increased productivity and would implement the changes necessary prior to their staff experimenting...
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...King’s performance appraisal. According to the textbook, “rank and yank requires managers to force-rank employees according to some preset distribution” (Milkovich, Newman, and Gerhard, 2011, p.376). With this process, an organization ranks their employees against each other and then terminates the lowest end of the rankings. The terminating component of this process is considered as the yank. I have read that more than 50 percent of the Fortune 500 companies used a form of this system. But some companies use rank and yank only to get rid of their lowest performing employees in times of financial crisis. The allege purpose of this management system is that by terminating the low performers, and replacing them, the organization will end up with a better personnel. I disagree with this philosophy because it’s a controversial and cruel rating system. I believe that identifying and terminating the bottom performers is not only unreasonable, but also unethical. First, the organization doesn’t realize that...
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...rowers; one of the rowers is the “Coxswain” that steers the boat. The Coxswain is considered the leader of the team. His/Her responsibility is to carry out the strategic plan that the coach lays out. The top 8 individuals are chosen for the Varsity Team and the bottom 8 for the Junior Varsity Team. Current Situation: This sport consists of unique mental and physical attributes. The best teams have a balance of the following attributes: * Individual Strength * Rowing Technique * Psychological dimensions * Program organization Crew originated in 1856 with the first race being between Harvard and Yale. Races are typically 3.5 miles long and usually consist between 20 and 60 shells. They race against the clock instead of head to head, due to the amount of shells competing and the course. In order for a team to be successful they need to work as one. Individual strength and endurance is a key to success; however, team work is the essential success factor. If a team doesn’t work as one throughout the race, the smallest detail can inhibit them from success. Once rhythm is broken with the team, it will immediately slow down the shell impacting the team. Important factors to consider: * Oars hitting water at the same time * Not reacting to another teammates rhythmic mishap * Trusting that your team will fix errors and not reacting * Not out performing other rowers on the team but working as one * Team recognized sport,...
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...What is talent management? There is a degree of debate in relation to the conceptual boundaries of talent management (TM) when the literature on the topic is reviewed (Collings & Mellahi, 2009). According to Lewis and Heckman (2006), it is not easy to figure out the exact meaning of talent management as a result of the confusion with regard to the many definitions, assumptions and terms made by other authors on the topic. Furthermore, the practitioner-orientated literature has provided us with a few recent articles which describe “talent management” as “a mindset” (Creelman, 2004). It is also seen as an essential part of effective succession planning as well as a bid to guarantee that “everyone at all levels works to the top of their potential” (Redford, 2005). Many authors have not been successful in defining talent management. Ashton and Morton (2005) state that “there isn’t a single consistent or concise definition”. However, they acknowledge that “good TM is of strategic importance”. From a broad and analytical review of the literature on talent management in the academic and professional press, Lewis and Heckman (2006) identified three distinct perspectives of the term. The first perspective by Lewis and Heckman (2008) defines talent management as a group of human resource department functions, activities, practises or specialist areas including career and succession management as well as recruiting, selection and development. In this perspective, HR must manage...
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...fictitious organization founded by Celsey Evans in 1995. Celsey was the best female airborne aerobatic performer, who provided daring, innovative stunt performances to film producers and marketing firms. Celsey, with four of her colleagues, built Airdevils into a small prosperous organization with 115 employees. Their dramatic and daring stunts won the company numerous awards and many dedicated customers. The founding team of has since retired ad acts as the company’s management team. Over the years the quality of work declined as well as the awards and accolades decreased. Regular customers have expressed their dissatisfaction with the stunts and key employees have left the organization. The job satisfaction levels are low and employees are concerned about their salaries. They feel they could make more money if they freelanced versus working for Airdevils Incorporated. Celsey has become very concerned with the decrease in quality work and the lack of drive to entice customers to use Airdevils services. Celsey decided to take action. Her first step was to identify the cause of low job satisfaction among the stunt performers by initiating a Job Description Index (JDI) survey to the employees. As the organizational psychologist with Dream Teamworks, I will assist Celsey to identify the reason for the decrease in satisfaction in the stunt performers group. The survey findings will be interpreted and the cause of low satisfaction will be identified....
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...Sun Hydraulics: Leading in Tough Times Case Study Executive Summary Sun Hydraulics, an industry leader of hydraulic valves and manifolds, has seen steady growth over the past eight years. It has been a profitable company throughout the years with varying return on sales. Presently Sun is constrained by declining sales and high labor costs heading into the present recession. The horizontal corporate structure has proven ineffective in ridding itself of low performing employees that are weighing down the company and thus decreasing profitability. It is time for Allen Carlson, president and CEO of Sun Hydraulics Corporation, to address the employees and shareholders of his decision on how Sun plans to deal with labor and profits during these tough times. I recommend that Sun Hydraulics should proceed with layoffs and early retirement plans to effectively and immediately reduce labor costs during the present recession. This approach seen by some as a short-term solution, allows Sun to rid itself of low performers that the present corporate structure has failed to do. Not only will it increase overall moral over time, but also these layoffs will allow current employees to contribute more time towards future growth and less time coaching or babysitting present employees that may be unhappy or underperforming. Organizational Profile/Overview Bob Koski along with another engineer established Sun Hydraulics, describe as the BMW in the Hydraulics Industry, in 1970...
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...theory offers a framework to utilize the director position as leader to influence others and persuade them to support the merger. First and foremost are the community objections to the merger. This is where both the opera and the symphony received the majority of their funding so it would have to be taken into account that the public was opposed mostly due to the fact that the opera and symphony were so different in nature and they were concerned that the two would be melted into one big pot instead of keeping their identities separate. The biggest reason for the supporter concerns with this melting possibility is that they want their donations to go to specific performances and if all the funds received all went to a big pot, their donations wouldn’t be reaching the programs they are donating to. Vroom’s Expectancy Theory has three areas; Expectancy, Instrumentality, and Valance. Expectancy: To put Vroom’s theory into action, Mr. Bailey would need to guarantee that the merger would benefit both performing arts companies through positive revenue for the symphony plus providing more exposure for the opera. Instrumentality: It is equally vital to both the symphony and the opera to have trust with Mr. Bailey thusly he will be able to convince them the merger would add more income. Valance: Lastly, the merger will increase the revenue of both companies which will add more performances as well as including new, popular performers thus boosting revenue through new patrons. By using Vroom’s...
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...Introduction Organizations with an American foundation have placed their time and money in identifying weaknesses and trying to address such weaknesses. It is the belief that by fixing a person’s weakness, that person will begin to perform at an above average level, but this is far from being true (Clifton & Nelson, 1992). In the first two chapters of the book Soar With Your Strengths by Donald Clifton and Paula Nelson (1992), we learn that shifting focus to increasing strengths versus trying to fix weakness is more productive and efficient than the alternate. Important Concepts Concepts Applied to Organizational Management and Leadership: A Christian Perspective Strategies for Implementing the Concepts within an Organization In the first two chapters of the book Soar With Your Strengths by Donald Clifton and Paula Nelson, we learn that shifting focus to increasing strengths versus trying to fix weakness is more productive and efficient than the alternate. The strengths theory does not ignore weaknesses however, it explains that little can be profited by studying what went wrong or is being done incorrectly. 3 Important Concepts Strengths can over shadow the weakness. Essentially if an individual were to diligently hone the skills that they possess and essentially master the strength, it will make the weakness less vulnerable. Understanding your own key strengths is important. To manage yourself effectively, you want to maximize your strengths and minimize your...
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...FIRST, BREAK ALL THE RULES What the World’s Greatest Managers Do Differently By Marcus Buckingham and Curt Coffman THE SUMMARY IN BRIEF Based on in-depth interviews with more than 80,000 managers at all levels (and in companies of all sizes), the Gallup Organization’s Buckingham and Coffman reveal in this summary what great managers do differently from ordinary managers to coax world class performance out of their workers. Great managers, write the authors, routinely break all the rules. They take the conventional wisdom about human nature and managing people and turn it upside down. In this summary you will learn which conventional wisdoms to ignore. First, you will find a simple list of twelve questions that will help you assess whether your workplace is the kind of place that will attract and keep the best employees. You will then learn the four keys for unlocking the potential of each and every one of your employees. The first key is to select employees based on talent rather than experience o intelligence. This r summary will help you learn what talent is and why you can’t create it from scratch. The second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors...
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...more than $20 million in office/promotional supplies to more than 60,000 businesses nationwide. The company is a sales, telemarketer based operation and focuses on a fun environment, large commissions and bonuses in order to keep the sales team focused, while being in a competitive market (Hellriegel & Slocum, 2011). The company prides itself on the bonuses and commission that they are allowed to provide as motivation to the top sellers in the company and uses different gimmicks within the company to keep employees motivated. Mr. Salatino believes that when employees establish relationships with their customers, they earn more income than those who do not create and/or maintain those types of relationships with customers. Along with top-performing incentives, Mr. Salatino attempts to be efficient in noting key factors for success (excellent communication skills, self-motivation, and self-starters) when hiring an individual for the telemarketing positions to continue the company’s success. Description and insight will be provided on how employees are responsible for knowing how important the perception that customers have of them can/will impact their performance and the company as a whole and the learning theory that most fits the company’s management and how it can be applied to their business model to motivate employees. Perception is defined as “the process by which the individual selects, organizes, interprets, and responds to information” (Hellriegel &...
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...second key is to evaluate performance based on desired outcomes rather than direct control over the way a worker performs his or her job. You will learn how to define outcomes so performance can be measured and tracked. The third key to great management is to reject the conventional wisdom that people can be fixed. Focus on strength, the authors urge, not on weaknesses. You will learn how to manage around weaknesses. The fourth and final key is to find the right fit for your employees’ talents. Again, you will learn to avoid the conventional wisdom that promotion is the only just reward for high performance - mindset that creates an organization where everyone is ultimately promoted to their level of incompetence. Marcus Buckingham is the leader of The Gallup...
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