MT0822A Managing Organisational Performance Abstract The report I have compiled reports the importance of managing stake holders in The John Lewis Partnership Organisation, the primary stakeholders of JLP and the interests of each in the reduction of 25 call centres to two. This report will also cover the value of motivational models within the JLP and how employee needs are being met by in that organisation on Maslows hierarchy of needs model. Finally the report will cover the reasons for the change in the JLP and how this change can be managed in an organisation. Introduction The purpose of this report is to show the importance of managing stakeholders and their importance in an organisation, the value of motivational needs within an organisation and the reasons of organisational change. The report will also identify John Lewis's primary stakeholders, their level of interest and importance in the plans to replace 25 call centres with two.
28/03/2014 MGX5962 Foundations of Management Week 7 Leadership Learning Objectives Compare and contrast the various approaches to, and theories of, leadership Describe the importance and nature of the leader-follower relationship. Differentiate between charismatic, transformational, and transactional leaders Identify the key elements of transactional and transformational leadership Describe how different situations affect the leadership process What is Leadership? 1 28/03/2014 What is leadership? “…the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives.”
Research has shown that the styles measures by the LSI are related to a number of indicators of effectiveness and success, including leadership effectiveness, management effectiveness, problem solving effectiveness, quality of interpersonal relations, salary, organizational level, individual health and well being, and organization culture. According to the circumplex output my percentile style which represents me most is aggressive/ defensive style. Upon completing the Lifestyles Inventory I found that my dominant styles are competitive, approval seeker, conventional followed by dependent. The results from my LSI survey were found to be somewhat correct. These styles reflect self promoting thinking and behavior used to maintain status/position and fulfill security needs through task related activities.
They work in unison to devise a plan of action to pursue the goal, they assign specific positions and tasks to individuals, and utilize each one’s input within the plan as to how to attain their common goal timely and efficiently. Alison Taylor gives a look into team formation in her article, and poses the question, “Are teams just another management fad? Many of those researching and writing about teams go to some lengths to point out why this isn’t the case. Teams, they argue, are consistent with the philosophy of total quality and other change initiatives; teams replace traditional and ineffective organizational hierarchies; teams integrate the ideas of empowerment and involvement, enabling employees to perform to their potential. And finally, the arguments go, teams are helping organizations to improve competitiveness and increase productivity” (para.
Management – they can offer assistance in training you can be put on to help develop your skills and offer support from the company to help your career progression. 2. Team leader/ supervisors – They observe you work and see you in your work hours they can offer you tips and advice on how to enhance your skills. 3. You – The most important person in providing information and feedback for a personal development plan would be the person who is creating the plan because you have a clear understanding of what you want to do and achieve.
Finally * Outline challenging, clear career paths. Employees want to know where they could be headed and how they can get there. Annual reviews or midyear check-ins are one obvious venue for these discussion, but you should also encourage workers to come to you with career questions and wishes throughout the year. Q3. Why is mentoring and coaching of employees important in operational planning?
Compare the use of different sources and systems of support for professional development There are many different systems and support formats for professional development. The induction process is the beginning of the employee’s training and will introduce them to the company’s structure, policies and procedures. During the induction process areas of concern will be highlighted and gaps in knowledge will become clear. Once the induction period is over there will be multiple sit down sessions with supervisors and training managers to follow up on how the individual is progressing, this will also aid in recognizing what support or additional training is required for the staff member to reach the company’s approved level. Once an individual is settled into their role the supervision and appraisal process will be organized and implemented to allow management and staff to meet on a regular basis to continually analyze what progress has been made and what future goals need to be set.
We have learned in the past that when you increase responsibilities by challenging people with new projects will improve their engagement in the workplace. After assessing the three employees valuations, we were able to facilitate a new way of imbedding our company’s overall expectations and objectives. We learned all three employees possessed different characteristics, behaviors, and needs. Understanding their needs is critical part of keeping them. (Stahl, J.
BTEC NATIONAL DIPLOMA IN UNIFORMED PUBLIC SERVICES UNIT 2 Leadership & Teamwork [pic] Student Logbook Record of Team Building Activities Tutor: Michaela Tucker-Blackford Learning outcome: Be able to work as a Team Member DIARY OF TEAM WORKING EVENTS [pic] In this unit you need to take part in five team building activities, you need to discuss what your role was within the team and on at least one occasion be the group leader. You need to also discuss if the task was successful or not! In this section you need to consider all the following aspects, how well did you communicate, how did you present your ideas, did you support individuals and build morale, did you and can you diffuse conflict, can you listen to others, where you prepared did you demonstrate excellent organisation skills. Grading Criteria: P3 - Brief & debrief a team for a given task P4 – Carry out team task using appropriate skills and Qualities P6 – Participate in team Activities M2 – Brief and debrief a team for a given task using effective communication M3 – Effectively lead a team using the appropriate skills and qualities M4 – Appraise own performance in team activities D2 – Evaluate own ability to lead a team effectively D3 – evaluate team member’s performance in team activities. Activity 1 – Cup Dance [pic] In this activity you are to watch the YouTube cup dance and working together as a whole group learn the dance from start to end.
Identify two or more specific influence strategies or theories that were agreed to in the team contract. a. Analyze how effectively your team utilized the identified strategies or theories to exert influence over the team outcomes or deliverables, OR, if your team did not use one of the strategies or theories, provide a brief discussion on how your team could have used each strategy or theory to improve team performance. 4. Discuss the effectiveness of your team’s communication plan as written in the Team Contract, referencing examples from the team experience. 5.