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Problem: It was very interesting being owned by another team. They were very cooperative and helpful in giving my team some tips to improve the SHV. We seemed to follow what they were doing. However, our SHV is not going up again, unfortunately. We have got to do something within two weeks to get a better SHV value.

Analysis: The reason for our SHV to drop might be abandoning one of the bikes. This resulted in increasing our idle time and reducing our production %. Plus, my team has a lot of factory capacity, which is being wasted with the workers in the factory, not doing anything. The team members have thought of dropping the product because they thought the bike was not producing a lot of sales. We have decided to create demand in other aspects of the market segment and spend more on distribution and cutting additional costs.

Theory: I intend to be using Drucker's (2005) article on Managing oneself for the SHV to rise. According to Drucker (2005, p. 100), 'success in the knowledge economy comes to those who know themselves - their strengths, their values, and how they best perform'. I think it is essential for each team member and myself to think of our strengths, weaknesses, values, and performance for the SHV to rise. There is a responsibility for relationships among team members to prosper in terms of knowing about their strengths, performance modes, and values. Similarly, Drucker (2005, p.107), states that 'the first secret of effectiveness is to understand the people you work with for you to make use of their strengths'. This means we have got to help each other out. It will help to understand the ways of what decisions to make, why are we doing it, how are we doing it, and what results to expect.

Action: I think as a team, we will have to reflect on what went wrong in making the decisions and how we got improve in the later future is essential. It will give the time to find a strategy that will help my team to have an increase in SHV. On the other hand, the team that bought us might be able to help us with the ways to get back on track.



Reference:

Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109. 





2 Comments

  1. Hi Fatima! 

    Okay, you've started with the problem statement. I will start off by saying this at the beginning. Normally these journals are to reflect on a self-doubt/issue/problem. I can see that this week you have talked about an overall problem of your teams SHV not going up. Try to think of something that about yourself in the last week that may have contributed towards the SHV going down. Did your SHV decrease because maybe you missed out on something in regards to your dedicated role? Was it because you didn't voice your opinions to everyone in the group? Try to think about this for the next couple of journals, it will help out for the summative that is due soon. Also keep in mind that your team and your parent company will have different strategies, bikes, and a different perspective so following what they were doing might not always work in your favour. Why did your team members think that your abandoned bike was not producing sales? Could it have been that you guys weren't implementing it well? Were you guys not making the right decisions? Something to ponder on for the next rollover and also for your next journal. All the best 

  2. Hey Fatima,

    Its a well written learning journal but I would try to focus more on doing a personal reflection rather than opting for a broad problem. Also you used the readings well but potentially reflecting on your own strengths specifically rather than stating that you need to know them may of improved this journal. Using daudelins is a great way to structure your reflection but doing a personal reflection on an issue you faced in future journals may help figure out what you can improve on as an individual and spread your personal improvement onto the team.

    Overall, this was a good learning journal and i hope your team does well!