More handpicked essays just for you.
The relationship between employee motivation and job satisfaction in the workplace
Factors contributing to employee motivation
The relationship between employee motivation and job satisfaction in the workplace
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Summarize the key facts and events of the case including the critical issues leading to the departure of Stephanie Whitney. David Fletcher is a portfolio manager with many years of experience and success under his belt. He currently is a limited partner managing an Emerging Growth Fund for Jenkins Fletcher Partnership or JFP. The company was small when David started and consisted of a CEO, Paul Jenkins, CFO, 2 financial assistance, 4 research analyses, 1 research assistant and a receptionist. David first started with JFP he hired an Administrative Assistance, Whitney to help organize his calendar, contact companies and take messages, etc. Whitney proved to be capable and eager to learn. Under David’s guidance she received her MBA and was promoted to a Portfolio Manager in training. One of her primary areas was Healthcare but she also had retail and environment. In addition, Whitney developed a solid network of contacts and was very good at annualizing the financial statements of potential business. However, David was still holding her hand and had not allowed her to invest completely without his input. Also, she was just starting to attend conferences solo. Although Whitney was helpful, David felt he needed to form a team to help with the labor intensive job of processing all the information for managing the fund. His typically day was consumed by meetings, phone calls and conferences and he could not keep this pace for the long haul. Therefore, he discussed the possible of forming a team with Paul Jenkins and several of investment firms before proceeding with the concept of a team at JFP. David Fletcher was not experienced in human resource management or the fundamentals of running an effective team. He had not be... ... middle of paper ... ... Donald appear to be solid selections that could become innovate members. The future of Donald’s area of the company will depend on his ability to change. Works Cited Hill, Linda (2005). David Fletcher. Harvard Business School, 377-387. Kruyt, M., Malan, J. & Tuffield, R. (2011). Three Steps to Building a Better Top Team. McKinsey Quarterly, (1), 113-117. Effective Groups and Teams. (n.d.). Retrieved from https://www.betheluniversityonline.net/mba/SectionFramework.aspx?SectionID=654 Quirus, E. (2013). Creating an Environment for Your Team to Strive. Strategic Finance, 95(10), 20-22. Sarin, S. & O’Connor, G. (2009). First Among Equals: The Effect of Team Leaders Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams. Journal of Product Innovation Management, 26(2), 188-205. Doi: 10.1111/j.1540-5885.2009.00345.x
Stark, E. M., & Bierly, I., P. (2009). An analysis of predictors of team satisfaction in product
University of Washington. (2013). Four (Five) Stages of Team Development – Bruce Tuckman. Retrieved April 2014, from University of Washington: depts.washington.edu/oei/resources
Thompson, Leigh L. “Making the Team” A Guide for Managers. New Jersey: Pearson Education, Inc, 2011. Print.
Before a group can achieve the synergistic performance Jimenez is looking for it must meet three preconditions. First, team members have to approach the task at hand with the motivation to work cross-functionally and the confidence that they can produce effective solutions. In Wichita, much of the motivation came from the evident crisis in performance. Everyone in the plant knew that it was underperforming and there is no stronger motivation for action than a survival crisis. The confidence came from Keller’s presence. His long history with the company his respect for coworkers and his reputation as a successful problem solver almost certainly reassured employees that a turnaround could happen.
Thompson, L. (2011). Making The Team A Guide For Managers. Saddle River, NJ: Prentice Hall.
Larson, C. and LaFasto, F. (1989), Teamwork: What Must Go Right/What Can Go Wrong. Newberry Park, CA: Sage Publications, Inc.
Based on the 1993, research of Meredith Belbin, a successful team consists of nine roles. The first of these roles is the coordinator. The coordinator is one that has a clear view of the teams’ objective. This person is usually self-disciplined and confident. Secondly, the shaper. This individual is full of drive, makes things happen, and loves a challenge. Third, the planter. The planter is the individual who has original ideas and their strength is to provide the team with new insights and possibilities for change. Fourth, the resource investigator. This individual has the strongest contacts and networks. They are enthusiastic and brings information from the outside. Fifth, the implementer. Implementers are well organized and effective in turning ideas into tasks. Sixth, the team worker. This person is aware of all the teams’ needs and concerns. Team workers are supportive, sensitive, and promotes harmony to reduce conflict. Seventh, the specialist. The specialist provides specialist skills and knowledge but does not always see the whole picture. Eighth, the monitor evaluator. The evaluators are good at seeing all options from every angle. They have a strategic perspective and can judge situations accurately. Last is the completer/finisher. The completer/finisher is the individual that drives the deadlines and makes sure they are achieved. (Teamwork,
The importance of teams is becoming more and more apparent in today's dynamic business world. Increasingly managers are searching for a means to improve production and keep their organization competitive in the global market. A lot of these managers have turned to the team as a means for achieving this improvement. Quality circles were originally looked at to fulfill this role, however they are being phased out in favor of self-managed work teams. These teams are increasingly being used to solve many of today's organizations production problems and inefficiencies, and in the process are both badly failing and greatly succeeding. So the discussion of teams is a very important one to address. Managers should be aware of the concept of teams and learn about as a means to further their organization and for when the time comes to implement a team they are prepared with the knowledge needed to build and use a team properly.
In addition to urgency, Gustavsson could not create a powerful guiding coalition. He established a cross-functional team to develop a new moisture-resistant product. But the team did not include a sales manager who knows customers' needs and eventually sells the product. Although the team developed a commercially-viable product, their efforts, at least in the short term, were unsatisfactory, because with sales people's own doubts about the new product, they were afraid of jeopardizing the reputation of current product. Moreover, these cross functional teams operated within the established organization maintained the company's dominate culture and past norms. We know that structurally independent teams that are tightly integrated into the existing hierarchy with different cultures and processes are often more successful.
The CEO has also hired employees with good experience like CIO Dunst from Safeway, and for the supply chain management team, some technology experts from companies like PepsiCo, Dell and even Wal-Mart. This allows the company to be in line with the latest technologies available and demonstrates the future planning undertaken by the CEO.
RL Wolfe decided to try the SHRM through self-driven teams. In the past, the company had highly unionized stru...
Bacal, Robert. Manager's Guide to Performance Management. 2nd ed. Vol. 1. New York: McGraw-Hill, 2012. Print.
According to Dyer & Dyer (2013) research, to improve the team performance it is important to consider the four “C”s. It is essential that team and its member understand the meaning of the four C’s in order to have a high performing team. The four “C”s are (1) The context of the team, (2) The composition of the team, (3) The competencies of the team, and (4) The change management skills for the team.
Hutchinson, Paul. "Building Effective Teams." OB 221 Lecture. Boston University School of Management, Boston. 12 Feb. 2014. Lecture.
To start off on the right path, the team must understand what they are working towards. They must be committed to work hard in order to accomplish their goals. Each member should have expectations from everyone and themselves as part of the team.