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Plan for Positive Influence

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Running head: Plan for Positive Influence

Plan for Positive Influence

LDR 531 - Organizational Leadership
Dr. William C. Shearer
August 23, 2010

In light of the recent endeavor Learning Team D has been tasked with, a plan must be developed to better ensure member retention while providing the necessary support to motivate members and nurture their continued growth and development. This paper will detail a Plan for Positive Influence that will increase team motivation, satisfaction, and performance.
The first element of this plan is to implement an effective appraisal system. An effective appraisal system “provides an opportunity to set goals, clarify expectations, reinforce a job well done, initiate change, and foster a healthy working relationship between supervisor and employee” (Ditzler, 1994, para. 2). Strategic control is also enhanced with such a system.
“An effective performance appraisal system assures that feedback is provided on a continuous basis, not in the form of a written annual evaluation, but in the form of daily, weekly, and monthly comments from an employee’s supervisor or manager”(Caruth & Humphreys, 2008, p.27). To promote open communication and constructive feedback, team members will have a bi- weekly one on one meeting with their immediate manager. During this meeting, manager and employee will initiate and follow-up on discussions regarding employee performance (as to what is being done well and what requires improvement), training and resource needs, and workplace issues. Aside from the bi-weekly meetings, managers are encouraged to provide daily input in response to feedback internal and external to the team and goals achievement. In each instance, after feedback is given, the team member is permitted to pursue any training opportunity found to be necessary for improvement or desired for development. These sessions will also serve as opportunities for managers and members to document the member’s performance. This will prove helpful in the facilitation of the annual performance appraisals where a more in depth review and feedback will be entailed. This documentation will also serve useful as a behaviorally anchored rating scales appraisal method will be used to develop the annual appraisals. Feedback for annual appraisals will consist of observations from managers, clients, and peers (a 360 degree approach). Members will have the same opportunities after obtaining feedback during the annual appraisal but, will also have the option of appealing or filing a grievance if they feel they have received an inaccurate or unfair ranking.
In order to encourage employees to reach a higher level of performance, performance based bonuses and incentive packages will be awarded to top performers. Also, members will be given the opportunity to grow within the company through a Management Leadership program. The program will allow members to progress from team member all the way up to manager. Members will also be given the opportunity to participate in a formal mentorship, if desired, to help improve performance. Formal mentorships whereby senior members can support junior members in enhancing skills they have come to master and vice versa will be arranged to assist members in developing skills they have not yet mastered. If a member is unable to meet expectations, they will be given an opportunity to transition to a more suitable team.
Performance standards will be used to determine individual training needs. Training will be offered in-house and members will be supported in efforts to seek external training. Internal and external training can be pursued for skills development or advancement needs. To further increase individual performance and provide a supportive environment, flexible working hours and telecommuting arrangements can be made for dual career parents. All the members of the team selected deserve similar support but are diverse in their career ambitions. Providing individualized feedback and direction in setting the focus on career management is the key to allowing proper development of each member. Each member of the team has varied talents, values, and motives. The focus must be on the individual and their current career desires and motivations to determine the appropriate career path at that time. A specialized career plan will be developed through the coordination of each member and their manager.
In the case of the Learning Team in question, most of the members are pessimistic about workplace diversity which might cause them to be more reserved and less cooperative with fellow team members. For this reason, the team member possessing the most optimistic view of diversity will spearhead addressing any diversity related issues. Robbins and Judge (2007) express that “positive emotions seem to help decision making. Positive emotions can increase problem-solving skills and help us understand and analyze new information” (p.282). “Finally, selecting positive team members can have a contagion effect as positive moods transmit from team member to team member” (Robbins & Judge, 2007, p.286). The lack of distinct differences between each members emotional intelligence level brings no cause for concern in addressing potential disconnects such differences would typically lead to. To maintain balance amongst the team, with respect to accomplishing tasks and setting objectives, co-leaders will be appointed so that the benefits of a team with members possessing either a dominance or steadiness behavioral style can be maximized. The efficiency and dependability of those individuals with a dominance behavioral style will be better realized when married with the planning and task focus of members with a steadiness behavioral style. All members should find such an interchange rewarding as both styles give way to a need for continuous accomplishment.
The consistent and on-going feedback entailed in this plan provide for immediate correction and the identification of training needs or opportunities. In taking into account individual talents and behavioral tendencies, this plan also stands to maximize on the team’s total effort while encouraging job satisfaction and individual motivation. As a result of implementing this plan, members stand to realize a team experience consisting of accomplishment and positive influence.

References

Caruth, D., & Humphreys, J. (2008). Performance appraisal: essential characteristics for strategic control. Measuring Business Excellence, 12(3), 24-32. Retrieved August 19, 2010, from ABI/INFORM Global database. (Document ID: 1550235071).
Ditzler, Julie. (1994). Developing an effective system for performance appraisal. Nursing Homes. Retrieved August 20, 2010, from AllBusiness.com database. http://www.allbusiness.com/human-resources/workforce-management/444216-1.html
Robbins, S. P., & Judge, T. A. (2007). Organizational behavior (12th ed.). Upper Saddle River, NJ: Pearson Education.

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