Program Capstone – Performance Evaluation MGMT499 – Unit 3 IP PERFORMANCE EVALUATION FORM | | | | FOR FRONTLINE SUPERVISORS | | | | Evaluation Date | | Supervisor's Name | | Department | | Evaluation for Period (Start/End) | | | | Rate the Supervisor using the following scale | | 5- Very High | | 4 - High | | 3 - Medium | | 2 -Low | | 1 -Very Low | | | | Place the score on the space provided. | | INDICATORS | SCORE | A. ORGANIZATIONAL SKILLS - 25% | | 1. Knowledge of company policies | | 2. Knowledge of products and services | | 3.
Carver is lacking in interpersonal effectiveness. He needs to address his ability to communicate and build interpersonal relationships. He needs to build a rapport with his employees to be successful. A successful leader “can help people contain and recover from their emotional stressors on the job” (Newman, Guy & Mastracci, 2007, p. 13). Carver was actually the stressor in many situations.
PART A Company Q is missing an opportunity to be a leader in the area of social responsibility within the community they serve and to their employees. Its current attitude towards social responsibility could impact their business for the long-term. They may continue to lose customers if it continues on this current self-destructive business path. They appear to be of the opinion that the high crimes rates are leading to losses. Perhaps they believe that the employees are contributing to the revenue losses and are stealing merchandise.
Cost overruns and delays with project milestones were the direct result of Mr. Larsen and Gary Allison’s inability to effectively manage the project. Customer relations were damaged by decisions that were made by Henry Larsen. For a project of this magnitude, and to ensure the triple constraints (schedule, cost, and scope) were effectively managed, an experienced Project Manager should have been selected to lead this initiative. Furthermore, an experienced Project Manager would have seen the benefits of negotiating for a cost-reimbursable contract versus a fixed-price contract. Executive level managers should have set the expectations and clearly distinguished SEC’s business and ethical practices for their employees.
Investors investing in an IPO are aware that it takes time to see a solid return/profit when a company is expanding into new ventures and that risks are involved. Most importantly, investors know that a risk has to be taken for continued growth and for the health of the company. CanGo needs to offer an IPO so that they have the funding to expand and grow. Issue 4 Hidden costs The team at CanGo hasn’t even considered what the hidden costs to the business might be if they branch out into the new projects they are currently exploring. They are not adding additional staff, equipment, or software so spreading the resources out could cause the quality of the existing products to suffer.
Then he created the piece-work program, which incentives employees with more freedom. The program, however, faces a serious obstacle concerning the difference of two types of employees-the clock-punches and the go-getters-. In this process, Soderbey discovered that discipline could not motivate the employees and improve production, while he wanted to get more from employees. Money is the central factor to incentive the employees. So he created the Shared Savings Program having nine primary features.
A restructure was needed because of the environment shifts (market), the Technology changes and the Organizations grow. But, C&B’s was an Impulsive firm with an Stagnant bureaucracy typical from Headless giants. The industry was also in “change process” that was affecting C&B’s business. There was: * Declining margins of traditional products; * More specialized and complex products; * More sophisticated customers; * Shift in power balance from generalists to specialists; * Customers need more expert advice on esoteric products; * Ken Winston, the regional sales manager for the Boston office of Campbell and Bailyn (C & B) along with his upper management Team created the Key Account Team (KAT) to increase the amount of specialization in the area of product knowledge. KAT was also created to help the customers to get more in depth technical advices on specific issues.
The “us against them” mentality of the bureaucratic structure fostered employee resentment that ruined the core of the company. The employees were working for a paycheck, not for a purpose. The company lacked a clear vision for what was expected of the people that worked there. They also lacked a leadership structure that empowered the work force to feel like they were contributing to the success (or failure) of the organization. If leaders are meant to lead by example we can make some
Employees need to be able to trust and have faith in their leaders. If there is constant change in leadership in an organization, how can an employee trust and believe in the organization. The American Red Cross has also had problems with their handling and dealing with September 11 and Hurricane Katrina. Their mishandling of money and slow response time has made it hard for people to trust them. The American Red Cross needs to change from the top and work its way down to the employees.
The high number of bosses (eight) is the main cause of Peter’s declining performance at work. The different superiors Peter has could be sending mixed signals to him confusing him on their expectations on him. He therefore does things to in an attempt to please his superiors disregarding company procedures and policies. Peter would be show improved performance working for Initech if a clear chain of command existed. According to Inamori & Analoui, (2010) the observance of clearly defined instructions from one boss improves motivations as one seeks to fulfil clear tasks devoid of confusion Peter Gibbons needs not being met at Initech There are several discomforts for Peter while working at Initech.