In his book, Out of the Crisis, quality management guru, Edward Deming gave as one of the “Seven Deadly Sins” that undermine quality, the following:
“Evaluation of performance, merit rating, or annual review… The idea of a merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good. The effect is exactly the opposite of what the words promise.”
Stephen Covey had this to say about it in his Beyond the Performance Review (Aug 2005):
“The old-time performance review has become a meaningless ritual, a holdover from the Industrial Age mindset of treating people like interchangeable parts in a machine… Some organizations talk a lot about the customer, and then neglect the employees who deal with the customer. This mindset produces unmotivated employees, worker-manager disputes and poor business results.”
Following Deming and Covey, many others have criticized performance appraisal (PA) as being counter to other organizational goals. Do you agree or disagree with the criticism? Why? What, according to you, are the benefits of a PA process for an organization and an individual? What, according to you, are the problems that are part of a PA process for an organization and an individual?
Among the various methods of PA, which are the strongest and, thus, more likely to be effective if employed in most situations?
If the decision to have a PA process in the organization was yours, would you have one? Explain your decision and justify your answer using reasoning.
HR005: Team Building and Conflict Management
Access the following to complete this Assessment:
- Thomason Health System Background
- Thomason Health System Bios
- Academic Expectations Writing Checklist
You are the newly appointed chief operating officer (COO) for Thomason Health System (THS), a large healthcare delivery system that will be acquiring and implementing a new information technology system—electronic medical records (EMRs). The organization has many and differing opinions about EMRs, but the chief executive officer (CEO) and the board of directors want you to establish an onboarding team that will help facilitate the organization-wide adoption of this new technology. Your main responsibility is to identify five team members from a short list of candidates and facilitate the launch of an effective team through conflict resolution and team building. This team will present a unified message and facilitate cultural change within the greater organization.
Prepare a strategic proposal to the board of directors that will cover the following (4–6 pages):
Part I: Team Creation
- Identify the five different onboarding team members you have selected.
- Justify your selections and exclusions for the onboarding team, using the principles of interprofessional teams.
- Explain the different roles and responsibilities each team member will have as a member of the onboarding team.
Part II: Team Building
- Outline a team-building plan using team building principles (i.e., Team STEPPS).
- Analyze potential challenges in the process of creating an effective onboarding team.
- Describe techniques that will be used by the COO and within the team to identify, negotiate, and resolve conflicts.
- Create an engagement plan to keep the onboarding team motivated and cohesive.
Part III: Engaging the Organization
- Describe how the onboarding team will apply principles of group dynamics to engage THS staff in the implementation and adoption of EMRs.
- Identify at least two appropriate strategies the onboarding team will use to address resistance to adopting EMRs by the THS staff.
- Create a plan for assessing the effectiveness of the onboarding team in 3 months, 6 months, and 1 year.
- Create a plan for assessing THS staff’s engagement in the adoption of EMRs at 3 months, 6 months, and 1 year.
The proposal to the board should include tables and charts as appropriate considering the audience—board members prefer concise and informative proposals.
As a consultant to a leader in a United States corporation, you have been hired to lead a diverse team in the development of a global organization. The organization is planting business operations in Greece, Singapore, Germany, and Iran, and will be hiring employees from these diverse nations to work along with staff from the United States.
In this assignment, you will address the foundational leadership concerns surrounding the development of this diverse global group of employees.
Write a paper of 1,000-1,250 words that identifies the key issues in the formation of a diverse global group of employees. Include the following in your analysis:
1. A description of the available cultural assessment tools and how they could be applied to assess the organizational culture of and to identify cultural gaps within this group.
2. A description of how your leadership style and techniques will be influenced by the social culture and diversity of this group.
3. A description of how the social culture of this group will likely influence workplace outcomes and productivity of the group.
A description of how the social culture and diversity of the individuals on the team will influence the greater organizational culture.