...360º TEAM EVALUATION 5 = Excellent Please evaluate yourself and the rest of your team based on all group interactions you’ve had so far- inside and outside the classroom. Use the score chart on the left. Please evaluate yourself and the rest of your team based on all group interactions you’ve had so far- inside and outside the classroom. Use the score chart on the left. 4 = Good 3 = Adequate 2 = Poor 1 = Very Poor 1. Evaluate yourself Please evaluate yourself first and then each individual member in your team based on the criteria stated below. Observe you must also evaluate yourself! Do not share this information with within or anyone outside your team. Your name: | | Criteria | Score 5 | 4 | 3 | 2 | 1 | | Comments: | Relevant participation | | | | | | | | Professional & Ethical | | | | | | | | Commitment to team work | | | | | | | | Problem solving | | | | | | | | Overall input in team related work | | | | | | | | 2. Team member ONE Please evaluate each individual member in your team based on the criteria stated below. Do not share this information with within or anyone outside your team. Name: | | Criteria | Score 5 | 4 | 3 | 2 | 1 | | Comments: | Relevant participation | | | | | | | | Professional & Ethical | | | | | | | | Commitment to team work | | | | | | | | Problem solving | | | | | | | | Overall input in team related...
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...Topic: Individuals seldom work in loneliness from other. Teams are a trait of all societal situations and roughly everyone in a society will be member of one or more groups. One might think that the formation of team is simply about choosing to work with some of your friends. However, professional and well-functioning team do not just structure out of blue, it take time to achieve the desired result and contribute to the attainment of organizational goals. In this paper we examine various aspect relating multi-cultural/multi-national teams. We will then focus our efforts on exploring various salient features of multi-national teams. We will critically evaluate the various benefits of multi-cultural teams and the various problems that are encounter by organization practicing international team concept. 2. What is an International team? According to Fink et al international teams are “implemented to constitute to the performance of an organization if the organization with its complex and sometimes rigid structure is not able to achieve this task” (Fink, Neyer, Klling, & Meierewert, 2004). Multi-national/multi-cultural teams are composed of people who belongs to different countries, regions, have different culture, norms, values, tradition, language who unite together in order to achieve a common objectives. Due to the increased popularity of these teams, organizations around the world using the concepts of international teams and as a result a universal culture is shaping with the...
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...Group 4 - Team self-evaluation Spectrum I/ Context: In a perfect world, teams work perfectly together, difficulties are easily overcome, meetings run well and members feel confident. In the real world, teams gather individuals who express different opinions, expectations and goals. As a result teams’ first challenge is to find a cohesion between all these individuals. To create this cohesion, it was necessary to know who we were working with. So we decided to evaluate the members with the theory of Belbin. In this self-evaluation, we will explain how we managed to create this cohesion, see how we successfully managed our task repartition and what were our success and difficulties. II/ The profiles according to Belbin It is crucial to know and understand the people we are working with. As a result, we established the Belbin profiles and this is what we got: Melissa Philippon is the shaper. She is task-focused individual and do not hesitate to face challenges. Camille Seugnet and Marie Besson are the completer finishers. Their perfectionism was essential to ensure the excellent finish and quality of the project. Gaelle LeCoent is the plant. She brought creative ideas and solutions to a problem. Roman Di Geronimo is the monitor evaluator. He is strategic and discerning all options. The monitor evaluator has an analytical way of thinking. He is in charge of solving current and upcoming problems. * III/ Tasks repartitions: Spectrum case...
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...TEAM AGREEMENT MKTG 322-Internet Marketing Team Members: Email: Phone: | What organization will you study for this Group Project? (it needs to be a large, well-known organization that uses multiple social media channels) Team Procedures (with team consensus, complete the sections below) | 1. Will there be regularly scheduled team communication? If so, identify the dates/times: Group 3 will not have a scheduled time or day to communicate. Will communicate when needed. 2. Preferred method of communication (e.g., individual e-mails, , Blackboard discussion, telephone calls,) to inform each other of team meetings, announcement, updates, reminders, problems: Communication will be through individual emails, text messages and postings on the Group Discussion Board. 3. When inquiries are made by members, what will be the expected turn-around time for responses from team-members: Members will have an expected one day turn-around time for responses 4. Identify what, if any, time extensions will be given to team members who do not meet their task due dates…also identify at what point other team members will accept the additional task responsibilities from the offending team member, thereby, effectively REMOVING the member from the team: A one day time extension is permissible upon notification by the member to the team leader via email or by phone requesting that they need more time. If a team member fails to complete their...
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...Appendix A: A Sample Evaluation Plan TB Support Program Evaluation Plan for January – March 2004 Prepared by: Ana Garcia TB Nurse Department of Health and Human Service Division of TB Control & Prevention Lull County November 15, 2003 |Note: The scope of this evaluation plan is based on a small size program. TB program staff is encouraged to start their | |evaluation small, focusing on areas or program components where improvements may be needed most. | INTRODUCTION Tuberculosis was not a major concern in Lull County until in the recent years. According to the county report, an average of 3 cases was reported per year from 1995 to 2001. In 2002, six new cases of TB were identified within three month period. Unlike previous years, the infected suspects were new immigrant Salvadoran men rather than the predominant white population. In response to this epidemic, “TB Support Program” was implemented by the county health department director, Henry Evans, to control and prevent further transmission of TB in Lull County. Evaluation Goal The goal of this evaluation is to determine the effectiveness of “TB Support Program” in preventing transmission of TB among Salvadoran immigrants. This evaluation will investigate components of the TB Support Program that are performing optimally and should be expanded and replicated in future initiatives. In addition, this evaluation will help determine...
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...Speaker Notes Slide 1: Introduction: Today we will be addressing the advantages of implementing an employee performance evaluation program and look at the advantages to the company from its use. We will also be talking about succession planning which aligns itself neatly with the evaluation program. Often Employee evaluations are seen as something burdensome by managers and useless or unfair by the direct reports who have been evaluated. Today we will address some of these concerns and look specifically at: benefits of employee evaluations, pre-appraisal activities/benefits, proper delivery of appraisal results, using evaluations to build value for the company, follow up process and furthering employees’ career goals, what models are being used, and team performance vs. individual performance. The latter portion of today’s presentation will be about the career succession planning process, and like the evaluation system, how this helps both the employee and the company. Slide 2: What are the positive results from a well prepared and well delivered appraisal? If anyone has had the occasion to be evaluated by a supervisor in the work place I would ask you to dwell for a moment on how the message was delivered. All too often in my personal experience I was left wanting after the evaluation process was finished. I have also been asked to write my own appraisals of my performance because my manager was too busy or uninterested in providing feedback of my performance. This...
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...Title: Job A- Prepared Foods Team Member Job B- Customer Service Team Member Job C- Prepared Foods Department Team Leader Job D- Prepared Foods Supervisor Job E- Dishwasher Job F-Customer Service Front End Supervisor Job G- Prepared Foods Associate Team Leader Job H- Associate Store Team Leader Job I-Grocery Retail Team Member The job structure put the above jobs into two categories: Managerial and Store Support.. In the Managerial structure: Job C, Job D, Job F, Job G and Job H. In the Store Support: Job A, Job B, Job E, and Job I. Evaluation of Job (Process, Techniques and Factors) The Job evaluation technique used in this case study is the job ranking method. Reason for choosing this technique was simple. While this is the simplest method of job evaluation, Whole Foods themselves have placed the jobs in order, ranging from the highest, Store Team Leaders, Facility Team Leaders, Regional Presidents, and Presidents at the top and Team Members or Specialized Team Members at the lowest or entry level. Four compensable factors Can be derived that can be used when evaluating jobs within the company. These four are: * Quality: Ensuring that the products and services are fresh, vibrant, safe and of great satisfaction to the consumer * Customer service: Ensuring that the experience at Whole Foods is pleasant, fun, fast, and leaves the customer with a strong understanding of the Whole Food’s brand * Awareness: Acknowledging that team members have a strong understanding...
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...processes. Recommendation: To improve their managerial structure, CanGo needs to allocate resources and manage dependencies. Companies will often sail through the senior team meetings without those in attendance knowing exactly what they’re signing up for, because senior executives already have an execution plan for what they want senior team members to accomplish. Liz and Warren need to make sure that projects are prioritized, assign who is responsible for what part of each project; this will allow everyone to know what is going on and also give the team a sense of structure that they need. They know what the expectations are and so they should coordinate resources among Senior Staff to ensure these projects are executed. The senior team needs to understand their role in the decision-making process in order to make things fun more smoothly. CanGo senior management can build its effectiveness through members’ collective impact on the business, focus on alignment, and identify critical dependencies within the organization’s most strategically important activities. 2. Problem: CanGo’s performance evaluation process appears to be ineffective with no clear criteria that would help the company, managers and the employee’s progress towards the future. Recommendation: CanGo’s current evaluation system, as presented by Warren, is a great start to developing a fair and productive work environment. The system has to be clear and concise so it benefits the employee...
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...Post Appraisal Activities Overall Satisfactory Rating Overall Unsatisfactory Rating Performance Appraisal System Feedback Pitfalls to Avoid Performance Appraisal System Feedback Managerial Steps Provide constructive feedback Demonstrate personal accountability Focus on specific behavioral outcomes Balance accolades / issues Encourage two-way communication Redirect focus to positive future outcomes Performance Appraisal System Company Benefits Productive, Loyal Employees Reduced Employee Turnover Lower recruitment and training costs Enhanced business reputation Identification of high-potential employees Evaluation of Teams Team Performance Evaluation of Teams Strategy Evaluation of Teams Performance Differences Team Individual Succession Planning Reasons for Adoption Mitigate risk due to employee turnover Availability of skilled replacements Prepare highly qualified candidates to fill executive positions Maintain continuity of operations Succession Planning Company Use Formal vs. informal Employee development Knowledge transfer Mitigate risk of discrimination actions Succession Planning Organization Use Assess the organization Determine key positions Identify competencies for key positions Identify...
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...increase in profitability over the next year. Rightsizing, or downsizing, in an organization is always a difficult decision, even when it is the “right” decision. Before moving forward with any rightsizing efforts, InterClean should consider all options. Currently, InterClean has 45 employees, half of which have one year or less experience with the organization. With the acquisition of Enviro Tech, there are now an additional 50 employees, all of whom have 5 years or more experience. One option would be to absorb the Enviro Tech employees into the InterClean sales team, using their education and experience to assist with the development of the current employees. With 90% of the Enviro Tech staff excelling in Customer Services skills (University of Phoenix, 2013), the InterClean sales staff could benefit from the integration of the two teams and improve in an area identified as lacking. Integrating the two sales teams can help to eliminate the sense of alienation or “us vs. them” attitude associated with the merger. InterClean would need to ensure that a moratorium on hiring...
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...Running head: ASSOCIATED CATHOLIC CHARITIES CUSTOMER SATISFACTION The Customer Satisfaction of Associated Catholic Charities Of the Diocese of Galveston-Houston Jill Brasher Elizabeth Haberer Mini Joseph Reena Mathew Karen Villareal Kirk Workman Craig Wondergem University of Houston Abstract One hundred seventy four individuals participated in a study to measure satisfaction of services received. The study hypothesized that at least 80 percent of the clients surveyed would report satisfaction with the services they received from the Associated Catholic Charities of the Diocese of Galveston-Houston (ACC). The study also hypothesized that there would be no significant differences between gender and reported satisfaction. It was further hypothesized that there would be no significant differences between ethnicity and reported satisfaction. Moreover, it was hypothesized that there would be a positive correlation between age and reported satisfaction scores. A ten question three point Likert scale instrument to survey clients satisfaction with convenience, timeliness, language, treatment, and overall help received by worker, program, and agency. Data was collected through telephone and written survey format on an immediate feedback or mail-out basis. The results indicated that 89 percent of the clients surveyed were satisfied with the services they received from ACC. Furthermore, the...
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...Objective The target audience of this communication plan is bank employees and customers. This includes employees ranking from highest level of management down to the low ranked employees These “low ranked “ employees are very important because they are often the first contact that customers have with the bank. Good communications among all stakeholders is key for the success of a project. It’s important to ensure your project team develops a communication plan so that lack of communication does not derail your goals. Use this project communications planning template to identify the stakeholders and audience you need to communicate with, the method of the communication, the frequency and the individuals responsible for executing the plan Duration 1st Quarter: Starts at beginning of the fiscal year begin conducting surveys to assess current conditions and opinions of the customer. Begin training employees on communication plan. 2nd Quarter: continued training and begin monitoring and evaluating employess for effectiveness of changes and new procedures 3rd Quarter: Reassess 4th Quarter: Re interview customers and compare findings from previous year. Provide a formal report to employees for them to review growth Contents Employees * Conduct a research –communication audit. Evaluate current communications * Find out what every staff person is doing in the way of communication, what each communication activity is designed to achieve * Analyze what is currently...
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...1.Evaluate the effectiveness of the Morgan Stanley performance assessment and mgmt system. The strategic goal at Morgan Stanley is to transform the company’s work environment into one that promotes teamwork, innovation and absolute integrity. In order to achieve this goal, President John Mack and his executive team recognized that a culture change in the way staff were evaluated and compensated would be necessary. They instituted a 360-degree performance evaluation system two years ago allowing professionals in the firm to be evaluated by superiors, subordinates and peers. According to the textbook, the advantages of such a system are numerous when compared to traditional assessment systems. The authors state that “supervisors, peers, subordinates and employees themselves differ in their ability to appraise various dimensions of performance” and that “these raters observe different behaviors and may interpret them with divergent standards.” Therefore, the purpose of 360-degree feedback is to give staff a better understanding of their strengths and weaknesses which, in turn, allows them to better identify aspects of their work needing professional development. The fact that Morgan Stanley introduced a 360-degree performance assessment tool is commendable. However, the effectiveness of this tool in its current state has not yet been optimized. In particular, the company’s vision statement appears to be very solid as it clearly articulates how employee abilities should...
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...Where the firm obtains information that would have caused it to decline an engagement if that information had been available earlier, policies and procedures on the continuance of the engagement and the client relationship should include consideration of: (a) The professional and legal responsibilities that apply to the circumstances, including whether there is a requirement for the firm to report to the person or persons who made the appointment or, in some cases, to regulatory authorities; and (b) The possibility of withdrawing from the engagement or from both the engagement and the client relationship. 35. Policies and procedures on withdrawal from an engagement or from both the engagement and the client relationship address issues that include the following: • Discussing with the appropriate level of the client’s management and those charged with its governance regarding the appropriate action that the firm might take based on the relevant facts and circumstances. • If the firm determines that it is appropriate to withdraw, discussing with the appropriate level of the client’s management and those charged with its governance withdrawal from the engagement or from both the engagement and the client relationship, and the reasons for the withdrawal. • Considering whether there is a professional, regulatory or legal requirement for the firm to remain in place, or for the firm to report the withdrawal from the engagement, or from both the engagement and the client...
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...interactional justice Pachsiry Chompukum Chulalongkorn University Abstract Businesses are facing up to high competitive pressure, especially banking industry. After 1997 crisis, banking industry meet more challenges from new financial landscape. Aiming to improve organizational performance, they have been adopting management tools, namely performance management. To enhance impacts of performance management, it is important to understand employees’ perceived performance management effective since the process requires high involvement and commitment from employees. Data were collected from 476 employees in the four largest banks in Thailand. Results from structural equations analyses support hypothesized model that attitudes towards performance evaluation directly relate to perceived performance management effectiveness and interactional justice mediates the coaching- perceived performance management effectiveness. Discussion, limitation and future research are included. Keywords: Banking industry in Thailand, Banking industry and performance management, Effectiveness and performance management, Interactional justice, Performance Management. . This research was supported by Chulalongkorn University Centenary Academic Development Project. Performance management, Page 1 Journal of International Business and Cultural Studies INTRODUCTION The increasingly competitive environment of the 1980s, which continued throughout the recessionary 1990s still remains a dominant factor today...
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