Running Head: MANAGING INDIVIDUAL PERFORMANCE
Managing Individual Performance
Human Relations and Organizational Behavior
This paper will discuss how managing individual performance have affected my personal and professional development. It will also briefly identify and discuss several written works on Maslow’s Hierarchy of Needs as well as the Myers-Briggs Type Indicator. Also this paper will discuss my experience through the Managing Individual Performance simulation and results improvement.
Managing Individual Performance
A good manager can motivate employees and equally to go the extra mile, and complete the unachievable, despite their limitations. As a leader and manager of people, it pays to understand what is important to each team member. Understanding motivation helps me to put my emotions and actions in perspective. Contemporary motivational theories recommend that managers should realize individual differences, evaluating needs correctly and addressing these through the right interventions. Criteria a team leader use when selecting members of a team
Team leaders or managers must ensure that the teams and their projects have the ability to survive. To maintain the team’s viability, I included the following elements: proper membership, interpersonal skills, each member should be a contributor, a clear charter or purpose, achievable, noticeable results, understand and agreed-upon ground rules, and intensive teambuilding up front. The changes needed to improve team effectiveness across the organization do not involve individual teams, but rather the systems that support them. These systems include the following: organizational structure, motivation, promotion and performance appraisal criteria, and compensation. In addition, Jeff Cowell and Jerry Michaelson (2000), recommend “in selecting team members, and prepare a draft charter” (p11). It is very important to prepare a draft charter where you can briefly describe the team’s purpose, and you can see candidates interest. Team selection in the simulation
I selected the team in the following order: first, Michelle Levy for the build case files position, because she is a natural problem solver with good communication skills, and an investigative nature of collecting facts. My second selection was Lisa Srafford holding the moderate self-help groups. She has conflict management skills, ability to facilitate groups meeting and very patient in stressful situations. My third selection was Tony Wu to perform follow-ups. Tony has capability to interpret reported data, good observation skills, and his bachelors in business make him more capable in accounting for external factors. My last team member, Daniel Nichols, trainer with knowledge and domineering attitude, was selected to supervise confrontation sessions. His Master in Business Administration (MBA), prepared him to have good communication skills, excellent conflict management, and with his strong personality made him capable of build mutual respect, discipline, and motivation to victims while handling sensitive personal issues. Factors I need to consider in order manage my team effectively
There are many factors in order to manage a team effectively. McShane-Von Glinow (2002) gives us six of the important elements “reward systems, communication systems, physical space, organizational environment, organizational structure, and leadership” (p232). Reward systems indicate that people tend to work more effectively when they are partly rewarded for their performance. Communication systems, maintain valuable information and feedback between team members. Physical space, with a good layout will improve communication between team members. Organizational environment and structure, where team members have secure resources for their performance. Last but not least, the most important factor is...
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