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Motivation and performance in organizations
Recruitment and selection of employees
Motivation and performance in organizations
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1. Drive the company to achieve and surpass sales, profitability, cash flow, revenue and business goals and objectives.
2. Establish and drive performance measures for the operation (including a consideration of efficiency versus effectiveness), often in the form of dashboards convenient for review of high level key indicators.
3. Work with the President / CEO, develop and cascade the organization's mission statement to all staff, and implementing validated recognition systems.
4. Coach corrective practices to align employees with company goals.
5. Motivate and lead a high-performance management team: overseeing the attraction, recruitment and retention of required members of the executive team not currently in place; and, providing mentoring
Established in 1941, Coach began as a small family run leather goods company. The company grew over time and in the 1980’s opened Coach retail stores. During 1985 Coach was sold to diversified food and consumers group Sara Lee and expanded quickly from there. By the late 1980`s they had expanded into 12 exclusive Coach retail stores including roughly 50 boutiques selling Coach products in department stores. In 1996 Reed Krakoff joined Coach, who was a key player in positioning Coach as an accessible luxury brand. In October 2000, Coach went public under the name of Coach Inc. By 2005 Coach`s revenues tripled as their share price increased more than 900 % since their IPO in 2000. Coach is in the process of deciding to move to foreign markets
Ensure that effective measurements and monitoring mechanisms are in place to determine whether implemented solutions have yielded predicted benefits and to drive continuous process improvement.
An objective is a specific step, a milestone, which enables you to accomplish a goal. Setting objectives involves a continuous process of research and decision-making. Knowledge of yourself and your unit is a vital starting point in setting objectives. Strategic planning takes place at the highest levels; other managers are involved with operational planning. The first step in operational planning is defining objectives - the result expected by the end of the budget (or other designated) cycle. Setting right objectives is critical for effective performance management. Such objectives as higher profits, shareholder value, and customer satisfaction may be admirable, but they don't tell managers what to do. They fail to specify priorities and focus. Such objectives don't map the journey ahead - the discovery of better value and solutions for the customer. The objectives must be focused on a result, not an activity, be consistent, be specific, be measurable, be related to time, be attainable.
According to Hicks and McCracken (2009), the coaching process assists a person to think through and self-discover what action that person needs to take, and although a coach might point out possible answers. The key is to facilitate a coachee’s self-discovery. In addition, Griffiths and Campbell (2009) stated that the coaching process is goal-oriented. However, problem analysis is not a part of the coaching process. Instead, it involves helping person to find one’s own path forward. Thus, one way is to make the person identifies goals that one wants to move towards (Hicks & McCracken, 2010).
A proper coaching philosophy contains principles which improve character development, teach step by step tactical and technical skills, form proper progressive physical training regimens, and carefully utilize team management to handle and control problems with administrative issues. A coach with a sound philosophy should mold a team with strong cohesion, and he should treat players not only as teammates, but as family and friends who are encouraged to develop communication and lifelong learning of skills through positive support and role modeling from the coach (Mergelsberg, 14-15). The philosophy should also contain written documents of implemented strategies and techniques, so that the coach will know what to improve upon season by season
The managers must set organizational goals aligned with the company mission. This will provide a strategy for achieving those goals. For example, planning can be seen at every level such as creating goals for sales as well as for the customer experience (Higgins, 1994).
-Profit: Employees must contribute towards ways to improve the profit figures for the company and plan so as to to achieve this effectively.
Successful healthcare organizations must utilize leaders who understand the importance of coaching employees. Managers must coach employees to keep them competent and to keep them working toward a common goal with the organization’s vision in mind. Leaders must assess employee’s abilities and plan interventions based on the assessment. The purpose of this paper is to review the coaching process, assess an individual’s abilities and weaknesses, and use the six-step coaching process to develop a coaching plan for the individual.
Note how Business operations are to be monitored, and actions taken to ensure achievement of financial performance targets, and profit and return on investment objectives.
Lynch, L., (December 2003). Keeping the best: the difference between retaining and losing top staff talent is leadership. Association Management, 55 (13). Retrieved January 16, 2004 from http://nexis.com.
The idea behind measure is improvement. Organisations measure the growth by its overall performance in terms of customer satisfaction, its ability to adapt the turbulent situations, product or service quality, profit ratio etc. Track of performance helps business to take corrective steps well in time when business is facing downtime. It opens the door for continuous improvement. For example athletics, agriculture needs continuous improvement, which can be achieved only when measures are tracked. It is generally accepted that measurement of performance is the first step toward quality improvement. And quality measurement leads to quality improvement. Th...
Establishing metrics is crucial to any organization, especially in technology related company projects. Metrics can be defined as a system of parameters or ways of quantitative and periodic assess of a process that is to be measured, along with procedures to carry out such measurement and the procedures for the interpretation of the assessment in the light of previous or comparable assessments. The results of the metrics can be used to record trends, efficiency, capital, and etcetera. Metrics permit organizations to measure its performance against industry sectors to determine how well the company is doing. Metrics allow organizations to optimize its productivity.
Planning starts with agreement around the objectives of the dashboard and its scope. Key Performance Indicators (KPIs) must be identified. They must matter to the primary users and be supported by the quantity and quality of data available. The involvement of the end user at the planning stage is hugely important. The difficulty of identifying useful KPIs and working with the supporting data should not be underestimated.
It is important that members of a group be knowledgeable and skillful in their positions, the degree to which those members can work harmoniously and cooperatively together is equally important and will form into a high performance team. Effective team management plays a high role in building high performance teams. It should always be a question as to what management can do to actively promote successful work teams.
Helps managers to keep track of individuals' and teams' performance in terms of cost-control, efficiency and productivity;