After a discouraging result from this week’s rollover, the problem I continue to face is the communication between team members. It gets quite frustrating when you turn up to class and spend time trying to understand the market, only to come to a drop in your SHV at the end of that rollover. As mentioned in last week’s journal, the success of my team’s performance is going to continue to decline if nothing is addressed soon with regards to commitment. The last sentence I wrote in my last journal stated, “the result of our next rollover will be a sure indication of our progress.” As I base this week’s journal on that one sentence, then there is an opportunity to vastly examine and execute a hypothesis as to why there are no evident improvements. I would consider myself a reluctant leader, hence why I had no intentions of applying for the CEO role. But as team members slowly start dropping off, someone needs to pluck the courage to steer our team back on track. No I’m not trying to sound like I’m the only one putting the effort in my team. That is far from the point. What I’m trying to get at and reflect upon is the idea of team performance. What needs to be done in order to motivate, encourage and inspire team members to perform at their full potential? After having a test this week on employee performance, a lot of this interrelates with my learning experiences in MGMT 304.
Relating Davies and Easterby-Smith’s reading with my experiences this week, I have learnt how the development of a person is seen in the long-team effects of an individual manager (1984). My understating of this further alludes to the idea that team members may be slipping due to the change of our company’s environment - or the pressure we have as we come to the end of another semester. Davies and Easterby-Smith (1984) talk about such environment being a sure indication of what is happening inside of the company. Are we putting any effort towards this paper in our own time? In all honesty I haven't been putting the time in after class, but when you have half the team thinking like that, then I guess we're just welcoming disaster. What are the higher teams doing differently that cause them to be successful? Furthermore the reading alludes to managers having the opportunity to develop from this. Since we as operations managers (to the reviewers of this journal), we aren’t necessarily the one running the company as a whole. Robert Katz (1955) talks about the certain skills an effective administrator has within their work place. Understanding the human skill appeals to me because it conveys the importance of considering the behaviors of team members. This week I would align my experience with this skill as I attempted to understand why team members continued to not turn up to class. Human skill talks about the ability to work together as a team, and the way you perceive those in your team. I believe my team has the potential to execute a great overall result. I believe in my team’s performance and pulling out the potential in each one of them. Increasing employee performance can result from team members being apart of the company's performance. A way that could lure team members back on track could be by reminding them of our companies purpose and goals. Goal setting theory relates to the idea that employee performance increases when employees set goals for themselves. Therefore we need to reset goals. Furthermore, Boxall and Purcell (2011) talk about employee performance also increasing when employees find their work to be meaningful. Coming back the 'drawing board' early next week, it is VERY critical that we discuss the purpose and how we can benefit as a whole (and individually) about our potential success we can have with remaining rollovers.
Maybe next week we will see an improvement (hopefully), either way this class has been a massive learning experience, and although we may not exceed to the highest level, I have learnt A LOT in terms of working within a team.
Boxall, P., & Purcell, J. (2011). Managing individual employment relationships. In P. Boxall & J. Purcell (Eds.), Strategy and Human Resource Management (3rd ed.). Chapter 7, (pp. 188 to 227). Basingstoke: Palgrave Macmillan.
Davies, J., & Easterby-Smith, M. (1984). Learning and developing from managerial work experiences. Journal of Management Studies, 21(2), 169--182. doi:10.1111/j.1467-6486.1984.tb00230.x
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33--42.