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  • Level: GCSE
  • Subject: Drama
  • Word count: 1965

Managing Individual Performance

Extracts from this document...

Introduction

Running head: MANAGING PERFORMANCE Managing Individual Performance Week Three Individual Paper Richard Shane Edlin University of Phoenix Abstract Prior to making any decision about whom to place on the team, you must look at the personality and background of each candidate. However, just merely looking at the employee's record will not suffice. As suggested in the article by Wheeler and Druskat, leaders should seek out information via three methods: current or previous managers, their peers, and if possible, specialists. (Druskat & Wheeler, 2003) This type of investigation can yield many possible matches for the team or in rare instances none. Therefore, if the leader has a finite number of people to choose from as in the simulation, they must make the best decision possible and monitor the team closely to keep it from failing. In addition, the team must have a mixture of motivation and ability to complete the task. (McShane S, 2000, chap. 8) Managing Individual Performance Week Three Individual Paper Selection and Reasoning I selected the following people for assignments in the simulation: Build Case Files - Lisa Stafford Moderate Self Help Groups - John Connor Perform Follow-Ups - Michelle Levy Supervise Confrontation Sessions - Daniel Nichols I chose each member based on his or her profile and peer/manager reviews. Building the case files required someone who was a good communicator, worked well with people and able to collect facts and put them in order. ...read more.

Middle

* T (thinking) - Concerned with determining the objective truth. More impersonal in approach, make the best decisions by removing personal concerns. Act based on the truth. Concerned with logical and appear analytical, cool, and tough-minded. * F (feeling) - Concerned with whether decisions and actions are worthwhile. Personal in approach, make the best decisions by weighing what people care and their points-of-view. Places high value on relatedness between people and appear caring, warm, and tactful * P (perceiving) - Use their preferred perceiving function in their outer life. Adapt to the world, and like to stay open to new experiences. * J (judging) - Use their preferred judging function in their outer life. Like to have things settled and organized, and like to bring life under control to the degree it is possible. Maslow's Hierarchy of Needs is a pyramid of needs that drive a person. The diagram below shows the order from top to bottom. Maslow theorized a person required all these needs to be met before they would be able to act unselfishly. Each need is self explanatory and each person is seeking to fulfill these needs. If one or more of these needs are threatened, the individual will become sick or depressed and will actively seek to achieve these needs to feel better. (Gwynne, 1997) In our simulation, each volunteer is actively seeking to fulfill one or more of these needs. 1. ...read more.

Conclusion

I was able to use each volunteer in a scenario, but the more out of place I put him or her, the more work I was required to do to complete the task successfully. There was a few times I just arbitrarily placed volunteers (like picking names out of a hat) and the simulation would not start because the team was so off the mark that the initial motivation level and moral was too low. Conclusion Being a good leader should begin with empathy. Feeling and understanding what drives an employee or is important to them can help you become an effective leader. All the employees were volunteers - people who came of their own free will. This must be taken into consideration. Paid employees know the rules, boundaries, and work expected of them. In a volunteer group, as a leader you must understand that things are different and try figure out why each person is there. There goals and motivations may be different from a person seeking compensation. In most instances as a leader, you will not have the MBTI available. In addition, you will routinely not have enough time to deeply analyze each person before a task is required to begin. This is where knowing your employees before hand though daily interaction helps. It will also cause you to become a better manager because you will have to overcome the problems you were unable to foresee in the beginning when choosing the team. ...read more.

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