Case study A group of managers came together as a team to review the performance management processes in their organisation and create one system which could reward excellent performance. The managers came from different areas of the business, and had different views on what should be rewarded and how. They also had different views on the role of financial reward in motivating people. Finally, they had their own hidden agendas as the system would certainly affect them in different ways. In addition, they all had different personalities, some much stronger and more vocal than others. What could the team leader have done to avoid this happening? What could be done to create a more positive outcome?

Case study A group of managers came together as a team to review the performance management processes in their organisation and create one system which could reward excellent performance. The managers came from different areas of the business, and had different views on what should be rewarded and how. They also had different views on the role of financial reward in motivating people. Finally, they had their own hidden agendas as the system would certainly affect them in different ways. In addition, they all had different personalities, some much stronger and more vocal than others. What could the team leader have done to avoid this happening? What could be done to create a more positive outcome?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 1ED

See similar textbooks

Similar questions

What is MBO? What advantages does it have over traditional performance evaluation methods? What are it weaknesses?
How shortcuts in judging others can be minimized?
Analyze Apollo 13 by summarizing 3 management concepts. Above are some management concepts that can be used. Be sure to define the concept. mentoring/social learning positive/negative reinforcement/punishment Self-determination Theory Behavior modification Rational vs. satisficing/intuitive decision making
There are a lot of ways that managers can improve the comparability and understanding of performance analysis. 2) How can the balanced scorecard help managers understand and compare the interests of all of their stakeholders?
Identify the various functions of performance appraisals. How are appraisals used in most work organizations? What are some problems associated with performance appraisals? Define validity and reliability. Why are these two concepts important from a managerial standpoint?
A compensation and reward system is mechanism by which manager gives fair and consistent treatment to employee discuss among yourselves and the following situation and answer the question would the new compensation and reward system be effective in boosting employee morale and productivity? why do you think so?
explain it properly please
Operations Management 3. What are the main components of attitudes? Does behavior always follow from attitudes? Why or why not?
One of the most significant management trends during the 1990s not only in the USA but the whole world was organizational downsizing. Since downsizing typically involved shrinking theorganization's workforce, it was a human resource management issue. Can some of you remember VSS? Some employees loved it, some deplored it like it was an epidemic sweepingthe country!Many organizations had done a fairly good job of helping layoff victims by offering a variety of job-help services, psychological counseling, support groups, severance salary, extended healthinsurance benefits and even finding jobs with other companies. This assistance offered revealed that the organization did care about its former employees.What are the key concepts in human resource management and how have they impacted organizational practice and performance? Discuss in detail.
Whatever performance appraisal the organization decides to use, there are problems related to its implementation. The organizational culture among our Filipino managers reveals some problem in the strict implementation of the performance appraisal system. Some managers are reluctant to appraise their subordinates. People want to know their abilities and how well they are performing. The disillusionment that is so widespread with respect to managerial performance appraisal comes from the practice of measuring and evaluating and this causes controversies and misgivings. The problem appears from the things being measured, the standard used and the manner of measurement being done. Another problem of measurement appraisal is the assumption of traits that is open to questions. The connection between performance and possession of specific traits is doubtful. Traits appraisal substitutes someone’s opinion of the individual for what an individual really is. Many supervisors look at…
How is goal setting tied to job satisfaction and performance?
How did the other airlines or the industry respond to the United Airlines incident?