CMI Level 5 Unit 5 Performance Management

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CMI Level 5: Management and Leadership 12 CMI 5 Diploma in Management and Leadership Unit: 5003 Performance management Student: Ricardas Raguckis Tutor: Marian Evans CMI Level 5: Management and Leadership 12 CMI 5 Diploma in Management and Leadership Unit: 5003 Performance management Student: Ricardas Raguckis Tutor: Marian Evans | Glossary of terms and abbreviations Abbreviation Term UK United Kingdom ACUSHNET, MA Acushnet, Massachusetts KPI Key performance indicator S.M.A.R.T Specific, Measurable, Achievable, Realistic, Timely Bibliography Literature Michael Armstrong, (2000) Performance Management Websites www.acushnetcompany.com accessed Nov 27th 2012 http://www.titleist.com/company/Mission.aspx…show more content…
Performance feedback doesn't just mean telling people when they do something wrong. You want to make sure that you recognize when team members meet their commitments or do something great, as well as when they are not meeting your expectations. In fact, telling people they are doing a good job is easy. You can recognize them with a simple thank-you. You can write them a nice e-mail or a memo. You can also praise a team member in front of others so that the feedback gets the added benefit of broader recognition. On the other hand, when team members don't meet your expectations you should also provide performance feedback. It would usually not be appropriate to do this in front of others, or copy others into the feedback. Constructive performance feedback is typically better handled through a one-on-one meeting. (http://www.techrepublic.com/article/follow-these-six-steps-when-providing-constructive-performance-feedback/6102736 accessed Nov 27th 2012) The Acushnet Company has many methods of providing feedback to individuals and teams. It can be self-assessment, team, and individual meetings, but I think one of the best is appraisals. This method we will discuss…show more content…
Weekly line and quality report – this report allows me to see how my team or individual was performing the previous week and what the quality grade was. This report is made by the quality manager and provided to us on the first day of the week. Operations report – this report shows how many clubs we shipped in total. This report includes different departments and shows how long it takes for order to be loaded into the system and passed to the production team and how long it took to produce and ship that order. This is a very useful report, because if a lead time of 3 days is not met I can identify which department or member of staff was at fault. Time recording – This helps me to monitor how many clubs could be built per person per hour. This system is very good, because if at the end of the day my daily target is not met, looking at this report I can identify what went wrong and which station or member of staff was struggling. This report is filled in by each operator at each station. Part 3 Be able to understand performance support for
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