...challenges when addressing organizational performance but it is a necessary process to detect and correct organizational gaps. During the consultation, Island Spice will be presented with a proposed competitive training strategy that could improve the position of the business; consequently helping to achieve their goals of success, profitability and longevity in the market. The Initial triggering event occurred when a manager believed that actual organizational performance (AOP) is less that the expected organizational performance (EOP), thus creating the need for a consultation. The effective training and development for Island Spice is a set of integrated processes that involves key elements constructed to improve performance. It is crucial that the “organizational needs and employee capabilities are analyzed and responded to in a rational, logical, and strategic manner” (Blanchard & Thacker, 2010, p. 6), thus ensuring performance improvement. The first phase is the analysis phase in which Island Spice’s organizational performance gap (AOP is less than EOP) is identified. Examples of a current performance gap include “profitability shortfalls, low levels of customer satisfaction, or excessive scrap” (Blanchard & Thacker, 2010, p. 6). After the gap analysis is completed and the cause is determined, a needs assessment should be conducted to ascertain the knowledge, skills and attitude necessary for the targeted population to close the performance gap. However, faulty equipment...
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...2015 Performance Management Framework Performance management is a system of processes and structures that identify, monitor, assess and respond to organizational performance results. Performance management focuses on performance results through evidence-based decision-making, continuous learning, and employee performance accountability. Such a system requires a daily commitment by management to improve individual or team performance. The performance management framework for Clapton Commercial Construction (CCC) must align with the organization’s strategic goals and objectives. An effective performance management plan will allow Clapton Commercial Construction to maximize performance while minimizing its turnover rate. Clapton Commercial Constructions’ Performance Management Framework CCC’s strategic objective of expanding its operations into Arizona involves adding approximately 130 new employees. During the first year, the organization expects to stay at its current 3% revenue growth rate while retaining 20% employee turnover. Therefore, it is critical that the organization create and maintain an effective performance management plan. Aligning Performance Management with the Business Strategy Organizational Performance management philosophy is the process intended to improve individual and organizational performance. One of the goals of CCC’s approach to performance management is to get employees more involved in setting their goals and thereby more accountable...
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...Gap Analysis: Intersect Investments-Tables 1 and 2 John Doe MMPBL520-University of Phoenix November 14, 2011 Dr. Phil Gap Analysis: Intersect Investments-Tables 1, 2, and 3 Before Intersect Investments begins to implement changes that will affect the future of the business, the company must have a full understanding of the problems they face and the opportunities that exist. Intersect Investments needs to clearly asses where they currently stand as a company and define where they want to be. The Gap Analysis “is useful at the beginning of a project when developing a business case, and it's essential when you're identifying the tasks that you need to complete to deliver your project” (Mind Tools LTD, 2011). In this assignment, Tables one, two, and three are provided as tools to identify issues/opportunities, stakeholders, and the end-state goals. Issues and Opportunities One of the issues facing Intersect Investments is employee retention. The company needs a stable work force to help the company better serve the customer. The company is struggling with low employee morale. The company must develop a culture that helps promote positive motivation amongst their employees. The company will need to strengthen their culture with “the idea is that strong cultures create goal alignment, employee motivation, and needed structure and controls to improve organizational performance” (Kreitner & Kinicki, 2003). Sales have been anything but steady for Intersect Investments...
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...as a part of the company’s organizational business strategy. When establishing a new business, we highly recommend you start building this business venture by creating a framework for performance management. It’s vital that the framework include relatable employee job skills, the methods used for measuring these skills, the process for addressing skills gaps, and the approach for delivering effective performance feedback. Alignment of Performance Management Framework In Oder for any business to become successful it is important for companies to implement a performance management framework. A performance management framework (PMF) allows the companies to ensure goals are met and internal decisions are made based off of employees work performance. Performance management aligns with the business strategy because the business strategy displays the vision and goals set by the company and the performance management framework is another tool. This tools is use to measure and ensue these goals are understood and employees are given the best chance to succeed and help the business achieve their goals. Organizational performance philosophy is the beliefs about how people should be manage to achieve the performance that the organization needs to succeed. ("Preformance Management Framework", 2013). Organizational Performance Strategy The set- up phases is the most important, particularly identification of organizational performances goals since this...
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...Running head: GAP ANALYSIS: INTERSECT INVESTMENTS Gap Analysis: Intersect Investments University of Phoenix Facilitator David Stripling February 1, 2010 Gap Analysis: Intersect Investments Intersect Investment Services, a highly successful investment services organization, offers a set of diverse financial options to its clients. Due to the volatility of the market since 2001, Intersect, along with other financial sector companies has struggled. Recently they have suffered and in the last four years barely survive. Within the past year, Intersect has experienced a decline in sales and customer satisfaction. In survival mode, leadership has proposed a revolutionary organizational change, largely in the area of sales methodology. (University of Phoenix, 2010) Intersect’s Chief Executive Officer wants transformation of the entire organization in order to recover lost profits. The newly launched strategic plan will attempt increase their level of customer satisfaction, increase sales, and increase customer-base by implementing a new “customer intimacy” sales model as well as to expand existing product and services. (University of Phoenix, 2010) In order for Intersect to move forward with this organizational change the leadership need to make a full assessment of the current situation. Ccurrent issues and opportunities will be examined and discussed as well as stakeholder perspectives in relation to end-state goals. The “gap” will then be analyzed and identified...
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...adjust its current way of managing a business. These changes can be due to the following: changes in technology, changes inside the structure of the business, or innovative factors that are present in the business area. There are four cycle of change, this includes the entrepreneurial stage, collectivity stage, formalization stage, and elaboration stage. The cycle of change which is about to implement by the Citigroup gave way to more opportunities, and team cooperation among the employees. Sustaining Phase of the Cycle of Change Leaders who are involved in change particularly in Citi have the responsibility to prepare, execute and maintain the changes that are happening in the workplace. All of these components require careful analysis, effective communication and constant monitoring. Conversely, if Citi wanted that these improvements be remained for a long term occurrence, the sustaining phase should be more prepared and well-executed to accommodate Citi’s long term aspirations. After these processes has been implemented, comprehended and taken courses of action, a need to maintain these changes must take place. The success of the implementation must therefore be constantly monitored and assessed so that the management can carefully observe further adjustments needed. Citi should establish leaders who are in charged with monitoring the production, satisfaction and growth. The results that can be derived from the monitoring process can serve as instruments to...
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...Deborah Burgess TO: Traci Goldman, Manager, Atwood and Allen Consulting FROM: Byron S. Salter DATE: April 26, 2015 SUBJECT: Performance Management Hello Traci, I am delegated with the duty of developing a performance management plan, using the current organizational strategy to increase performance and identify performance gaps. Landslide Limousine is anticipating to have a -$50,000 revenue for the first year and expecting revenue growth of 5% each year. With 25 employees, Mr. Stonefield is estimating a 10% turnover rate annually for the business. It is essential to develop a performance plan to maximize performance and minimum the turnover rate. To develop a strategic performance plan, I will expound on the alignment of the performance management framework to the organizational business strategy and the organizational performance philosophy. I will also complete a job analysis process to identify the skills needed for the employees and define the methods for measuring the employee’s skills. Additionally, the performance management plan will include a process for addressing skill gaps and develop the approach for delivering effective performance feedback. Performance Management Framework to the Organizational Strategy According to Cascio (2013), “[p]erformance management requires willingness and a commitment to focus on improving performance at the level of the individual or team every day” (p. 359). It is essential to define what performance is to ensure Landslide...
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...planning document that guides the business regimen. The plan should address six key areas: alignment of the performance management framework to the organizational business strategy, organizational performance philosophy, job analysis process to identify skills needed by employees, methods used for measuring the employee’s skills, process for addressing skill gaps, and approaches for delivering effective performance feedback. We have included the principles and strategies used in the performance management plan for the small and medium businesses. Small Business – Landslide Limousine To ensure the alignment of the performance management framework to the organizational business strategy, employees must understand what their individual objectives are and how they are associated with the business. This will encourage the employee to become more involved. Employees that are aware of how their efforts directly contribute to company achievement, they commit to finding ways to work more effectively and efficiently. To support the organizational performance philosophy, the small business must operate reflective of their core values and beliefs, which is identified in the mission and vision statements. Organizational performance philosophies will address the performance expected from all employees. The job analysis process collects data to determine job requirements and specifications. This process includes: employees completing a survey instrument, interviewing...
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...Milestone One Analysis: Business Case and Discovery of Southwest Airlines Jacqueline L. Gholar GM543-01(1505D) Organizational Diagnosis and Design August 25, 2015 Professor Rebecca Herman Rebecca Herman, Ph.D., MBA, BS. Milestone One Analysis: Business Case and Discovery of Southwest Airlines Introduction Southwest Airlines has a complex organizational structure comprised of several multi-divisional structures. These structures are constructed on increasing horizontal and vertical differentiation, as well as customer relations as a service driven business (Dearinger, R., 2010). Southwest’s business strategy from its launch in 1971 encompassed four core competencies, which are; “the lowest operating costs per plane; an economical point-to-point airport network; a fanatical culture focused on customer service and cost savings, and an ability to keep planes in the air more of the time than its competitors” (Heller, I., 2008). For the past 40 plus years Southwest has exceedingly accomplished these competencies and strategies within a very competitive market, and has outstandingly been recognized as a low cost provider in airfare with frequent service domestically. In 2014, Southwest chose to integrate international flights in its business strategy. In an effort to identify issues and develop solutions for this new integration, clarifying strategic priorities and providing the company’s strengths and weaknesses will aid in supporting the use of the Strategy Canvas...
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...02-Cawsey.qxd 5/23/2007 10:59 AM Page 33 CHAPTER 2 Change Frameworks for Organizational Diagnosis How to Change Change is. —Anonymous Chapter Overview • The chapter differentiates between how to create organizational change, its process, and what should be changed, the content. Change leaders must understand both. • Lewin’s classic “Unfreeze-Change-Refreeze” model is discussed. • A modified version of Beckhard and Harris’s change management process is developed in depth. The model asks: (1) What is going on in the organization? (2) Why change? (3) What is the gap between the existing and desired states? (4) How do we close this gap? and (5) How do we manage during the transition phase? • These explicit models will help change leaders articulate their implicit models of how organizations work and how to change their organizations. Sweeping demographic changes, technological advances, geopolitical shifts, and pressures to be more sensitive to our physical environment are combining with 33 02-Cawsey.qxd 5/23/2007 10:59 AM Page 34 34——TOOLKIT FOR ORGANIZATIONAL CHANGE concerns for security and organizational governance to generate significant pressure for organizational change. Awareness of the political, economic, sociological, and technological (PEST) aspects of any organization’s external environment forewarns us of the need to pay attention to such factors. Furthermore, it alerts managers to a need to have some means in place to attend...
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...JOB SATISFACTION: EMPIRICAL EVIDENCE FOR ALTERNATIVES TO JDI T. Ramayah School of Management Universiti Sains Malaysia 11800 Penang, Malaysia ramayah@usm.my Muhamad Jantan School of Management Universiti Sains Malaysia 11800 Penang Malaysia mjantan@usm.my Suresh K. Tadisina Department of Management Southern Illinois University Carbondale IL 62901 USA (618) 453-3307 (Office) suresht@cba.siu.edu Track: OB/OT National Decision Sciences Conference, San Francisco, November 2001 Interdisciplinary Theme: Global Issues Primary corresponding Author: Suresh K. Tadisina Presenting Individual: Suresh K. Tadisina JOB SATISFACTION: EMPIRICAL EVIDENCE FOR ALTERNATIVES TO JDI ABSTRACT JOB SATISFACTION: EMPIRICAL EVIDENCE FOR ALTERNATIVES TO JDI INTRODUCTION In recent times there has been a convergence of interest on the efforts by organizations to examine conditions that foster greater satisfaction with job. The basic reason for this renewed interest is the perception that broad even global, shifts in the internal structures and employment practices are inducing changes in the ties that bind employees to their job. While the concern for employee satisfaction in Malaysia is high, empirical research on its correlates is insignificant. Most knowledge comes from journalistic accounts, individual experiences, opinions of scholars and corridor conversation. These are essentially descriptive pieces without much empirical base and with limited utility for the theory of knowledge...
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...regulations to take into special consideration. Along with considering employment laws, compensation and benefits packages were recommended in accordance of the company expanding their business into another country. The third phase of the Bollman Hotel chains expanding into another country is to develop a performance management plan. A performance management plan will allow the organization to access a plan to have all employees get the training that is necessary to perform their jobs well. The process of developing a performance plans includes aligning the performance management framework to the organizational business strategy, developing an organizational performance philosophy, and identifying the skills needed by employees by using a job analysis process. A performance management plan also includes a method of used for measuring the employee's skills, a process for addressing skills gaps, and an approach for delivering effective performance feedback. Bollman Hotels’ business strategy is to expand into the international market and increase their workforce by 20%. This expansion requires the organization to hire employees of many different skills sets from customer service to hotel management all the way security and IP technical. According to the conversation Jason Galvan had with the...
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...management plan you must align the framework with your business strategy. It’s important to consider your organizational philosophy, perform a job analysis and from there, determine skills needed by employees. Then, one must decide on methods you will use to measure employee’s skills, determine a process for addressing skill gaps, and an approach for delivering effective feedback. As stated in the communication from Atwood & Allen, we must provide suggestions on how to create a performance management framework that sets our company on the path to success. Organizational Business Strategy The business planned discussed with Atwood & Allen determines that we at Bollman hotel chains are planning on making an entry into the international market. The company is currently based out of Minneapolis, Minnesota and is planning on branching out to India. We have approximately 25,000 employees, and we plan to increase our workforce by 20% in the new country. We have an annual net revenue of $100,000,000 and expect our current 15% revenue growth to stay the same, at least for the first year. . Based on historical data, our turnover rate is 5%. We’re forecasting the same rate after the expansion. We believe a well thought out performance management framework will align these goals, encourage employee longevity, and set the foundation for future financial growth. Organizational...
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...Training and Development in Small Businesses Name: Tynisha M. Smith Professor Lawanda Henderson BUS407- Training and Development Date: July 28, 2013 The purpose of this paper is to provide you with key elements of training and development and its effects towards improving performance within Gracie’s Coffee Shop. I will also cover challenges managers or owners may face when addressing organizational performance. Key Elements Why do we train? In one word: performance. Training leads to individuals accomplishing the desired results, so training is provided when a person lacks the necessary knowledge and skills to perform to expectations. Before any training is implemented Gracie’s coffee shop would need to do training needs analysis. The training need analysis would detail the training an employee receives matches the performance needs of the employee. Otherwise, you may wind up treating a symptom rather than curing a problem. For example, an employee who is unable to make a cup of coffee in a timely manner is sent to a time management course by his/her immediate supervisor. After completing the course, the individual is still having the same problem with making cups of coffee in a reasonable amount of time. Further investigation revealed that the individual did not understand and could not apply the basic steps for making a cup of coffee. Instead of sending this individual to a time management course they should have been provided with extensive training...
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...improvement identified. It is imperious to develop a strategy to increase performance and decrease the anticipated turnover rate of less than ten percent. To accomplish this task, I will identify key concepts that should be implemented within Landslide Limousine Inc.’s overall performance management plan. Alignment of the performance management framework Performance appraisals offer an important role in the global objective of performance management. To assist employees with the improvement of organizational standards and realize their full potential, a performance appraisal serves as a valuable tool; it provides information to both employees and managers for more accurate decision making. Appraisals identify strengths and weaknesses within an employee’s current position to see if further training is required or a promotion can be offered. Appraisals also provide feedback to employers by providing attention to developmental needs and highlight organizational issues. The management by objective (MBO) process establishes benchmarks employees are required to accomplish; it sets amenable standards by both employee and management. My recommendation is to have immediate supervisors complete appraisals, each employee must complete self-appraisals and customers offer feedback from their interaction with the drivers, to assist in performance evaluation. It is most beneficial for immediate supervisors to complete appraisals because of familiarity with the employees’ performance;...
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