Managing Individual Performance

Running head: MANAGING INDIVIDUAL PERFORMANCE

Managing Individual Performance

University of Phoenix

Katie Chieda

Human Relations and Organizational Behavior ORG/502

December 1, 2008

Sandra Ferguson, Ph.D

        Managing individual performance is a talent that one develops through education and experience.  Understanding how to motivate and encourage different individuals is essential to organization success. Persons seeking managerial positions must educate themselves to optimize success. Many organizations utilize personality tests to evaluate how well an individual may fit for a specific position. “Myers-Briggs Type Indicator (MBTI) is a widely accepted personality test designed to identify personal preferences. The indicator helps organisations to utilise the talent of its employees within the organisation.” (Rajagopal, 2008). This essay will discuss the Managing Individual Performance simulation offered by the University of Phoenix.

        In management we create and utilize formal teams to complete certain tasks. Selecting the correct team members for the job can make or break one’s chances for success. According to Spendolini (2008), the five characteristics to look for when selecting a team include functional expertise, internal credibility, effective group interaction skills, communication skills, and motivation.  It is very difficult to find all participants with each characteristic listed above; consequently we must find the perfect balance amongst all team members. According to Ellet (2006), a successful team must share commitment to each other, the mission, the customer, resolving conflict, and details.

        In the managing individual performance simulation I selected the following four members; Michelle Levy, Lisa Stafford, John Conner, and Daniel Nichols. Each individual contributed his or her personal strengths. Michelle’s strengths included dependability, and good problem solving techniques. Lisa on the other hand has a communication degree and is very ambitious. John is very task oriented and enjoys sharing his knowledge with fellow teammates. Daniel is very competitive, and has a quick-fix for many problems that may arise. Personally this step in the simulation was where most of my time was spent. In fact I probably read each profile four or five times before I made my decision.  I matched Michelle with the role of building case files; this decision was based on her analytical skills, and to avoid unplanned events.  Lisa took the role of moderating self help groups; I based this decision on her comfort with people. John was assigned the role of performing follow ups; this was a task oriented choice. Daniel was assigned the role of supervising confrontation sessions; this was based on his aggressive personality.

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        In order to manage a team effectively one must consider several factors. From the beginning importance must be placed on role definition. One is more likely to succeed if he or she has a complete understanding of what is expected. In this scenario the team is heterogenic, meaning people come from different backgrounds and exhibit different personality types. One must learn how to approach each personality type, and what will motivate each individual.  One must also consider the strengths of each individual, by enhancing ones strengths we can lessen ones weaknesses. As long as a common goal is shared amongst ...

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