Managing Individual Performance

Its crucial for the bus to find set decisions close the fragments of his squad. The constitution can be very(prenominal) successful that in the pillowcase of well-balanced personnel, and its the omnibuss responsibility to employ the right people for the flecks. Even when all the technical resources in the company atomic number 18 at the graduate(prenominal)est level, the skills of employees appear to be the around main(prenominal) key to the geological formations success. Its a well-known fact that everyone wants to feel that they be on a winning team, that the company is moving ahead, and that they atomic number 18 an built-in part of the group. (3)Therefore, its necessary for the manager to take employment of personnel very seriously. First of all, the manager use ups to make trustworthy he knows all the major objectives which the company sets in front of itself. Without the deep sagacity of the organizations goals, its im course adequate to employ people to pass on those goals. As soon as the goals are determined, its necessary for the manager to do his best to find people whose education, general background, and personality allow fit the best into the prospects avail competent. There is no general criterion for choosing the extremitys of the team because the decision of the manager depends on the goals which he sets for his team.The manager has to analyze the composes of the potency employees very care righty in fix to get a full idea virtually them. The major criterion is ensuring that every employee in the team impart submit a position which answers both his expectations and expectations of the company. The goals of the organization willing be achieved exactly in the case when the manager makes right decisions around the prime(prenominal) of employees and the responsibilities which distributively of them can fulfill the best. However, the task gets more perplex because building the winning team requires more tha n just hiring a mess of talented people.It message hiring people who will work well together. It means developing a shared vision and commitment. It means physically take people together in formal group meetings for open interchange of broad-based issues. It means encouraging positive, informal moveions between group members. It means transfuse a winning attitude throughout the organization. It means watching for and speedily trying to reverse team-building problems such as jealousy, cynicism, and defensive behavior. (3)In the simulation I chose the following employees into the team Tony Wu for the position of building case files Lisa Stafford to moderate self-help groups, Nicola Minelli for do follow-ups, and finally Daniel Nichols to supervise confrontation sessions. Out of all the employees whom I take ined Daniel Nichols has the approximately experience, he also has an MBA which puts him one step ahead of everybody else who only sire bachelors degrees.That is why he g ets a very confused task of supervising confrontation sessions. In order to keep up Daniel Nichols inspired, he consumes to endure an of import position, so I chose one for him with the most responsibility. Tony Wu is a undecomposed professional, and he cannot fulfill the functions on a very important position just yet because he has never worked as a manager. He is not very ambitious as the profile shows, so he is much better on the position when he has to exercise duties like building case files. Tony Wu has a very important feature of character- accuracy, and this feature is very useful in the position which I have offered to him. For Tony Wu, its better to work with documents and build case files because when he has to make important decisions, he might fail them due to his humble character.Lisa Stafford necessarily has to be on my team due to her success-orientation. She is not the pillowcase of employee who will sit in the shadow of somebody else during her whole life . She wants to shift for success, and she is very ambitious. Her future is pre-destined by her character, and she will be in the managers chair shortly. For the moment, she doesnt have enough experience to be a manager or supervisor, so the best suitable position for her is moderating self-help groups.However, I as a manager realize that its very important to motivate Liza in every doable way because she expects to have the most important chores, and wants to show herself from the best possible side. Out of the last 3 potential employees I have chosen Nichola Minelli. She had almost equal chances with other 2 candidates but I electred her to them for a couple of reasons. The position which remains vacant is performing follow-ups. I had 3 alternatives for the position Nicola Minelli, John Connor, and Michelle Levy.The negative side of Michelle Levy is that she is a pessimist. This quality is absolutely inapplicable for the team which we are forming, needing the goals of our org anization. John Connor is a very experienced worker but I prefer to accept younger members in the team who have a high potential. They have a much better performance due to their expectations of future forwarding. Nicola Minelli possesses a very important quality which makes her a perfect candidate for the position is that she has good analytical skills.In order to manage the created team effectively, I had to consider many factors. First of all, the ways to motivate every one in the team. Every employee has his own matter tos and needs, and in order to choose the right schema of actuate, I needed to study their profiles carefully. Whenever I snarl that one member of the team was growing uninterested towards the functions which he was fulfilling, I had to apply opposite forms of motivation for him. I also needed to check all the m what new responsibilities I can give to the members of the team if I precept they were ready for that.I as well had to consider the way the memb ers of the team interact with each other because a team works successfully only in case when the parley among members is on the highest level. An individuals personality plays a crucial role in the success of my team as I have discovered. Every person in the team is a part of it. The system can work cost-effectively only in the case when every part of it works efficiently. If I employ a person for some position whose personality doesnt answer the responsibilities which he will have to bear, he will not be able to fulfill his duties at the required level.If one of the members stops performing at his required level, it immediately has a deep effect on the work of the whole system because every member is dependent on each other. Another influence on the members personality is communication with other members of the team. Individuals employed in one team need to be as compatible as possible by their characters in order to bring success to the organization.The 126 item Myers-Briggs Typ e Indicator (MBTI), Form G, provides information on four sets of preferences. These preferences result in 16 learning styles, or types. A type is the combination of the four preferences. (8) E (extroversion) versus I (introversion) tells about how people change their batteries. Extroverts find all of the support in the out-of-door arena, as well as see the outside world as the reason of their failures, if they occur. Such employees are better on important positions because they are very action-oriented.Introverts are more concerned about their inner world of ideas, so they are better at exercising tasks given to them by other people. N ( misgiving) versus S (sensing) tells about a persons preference in relying on and making decisions. Some people prefer to rely on their intuition, others on sensing. For my team, I chose 2 members who have intuition preference (men) and 2 members who have sensing preference (women). This creates a good balance. T (thinking) versus F (feeling) tell s whether a person trusts to his mind more, or to his feelings. raft who prefer feeling make decisions according to what their heart says to them.Others are maneuver by their rational mind. I have also used the corresponding proportion of team members with this preference because this proportion can help employees have right decisions. P (perception) versus J (judgement) describes the way people act in their lives. Perceptive people make spontaneous decisions, and can do things at once when they think of them. Judging people weight their actions kickoff, and provide the compendium of the situation. Perceptive people are more preferable for positions in teams because they make decisions very quickly.Maslows hierarchy of needs can be draw as the following1) Physiological hunger, thirst, bodily comforts, etc.2) Safety/ security out of danger3) Belonginess and Love affiliate with others, be accepted and4) appreciate to achieve, be competent, catch approval and recognition. (7)Th e hierarchy of needs effects motivation in such a way that every employee has his needs. One employee only needs his 2 basic needs to be satisfied (psychological and safety). Others will not be satisfied unless they are accepted by others and gain recognition. In order to motivate every employee, you need to know about his needs.You as a manger need to focus on his need satisfaction as the key to motivating him. Its important to select such team members whose needs are relatively high because they will perform at a very high level in order to achieve the goals which they set for themselves. In the team which I selected, Lisa Stafford and Daniel Nichols are the most competitive, and their needs are definitely on the highest level- of esteem.In order to motivate them, I have to give them the most challenging tasks which will allow them show how smart they are and be recognized by everybody. Tony Wu and Nicola Minelli applyt have such high ambitions, and their needs stop at the level of belonginess and love. In order to motivate them, I dont need to give them high responsibilities for them to be recognized by management. They need to have tasks which from their point of view will bring use to the fraternity and the company.My team selections worked perfectly, exactly like I expected. At the end, I got one C% of performance which is the highest result. I chose all the members of the team in the most efficient way, and placed them on the right positions, and motivated their activity during years in such a way that they performed at their maximum of abilities. The factors which I selected for motivating my team includereminding them about the importance of the mission for which they are working. Whenever employees felt pessimistic about their work (for example Tony Wu and Nicola Minelli), I made sure he realized how important his work was for the society.giving them an opportunity to show their skills. It was important for Daniel Nichols and Lisa Stafford to sho w their intellect through difficult assignments they had.giving high responsibilities to the team members who are very ambitious. I needed to motivate Daniel Nichols and Lisa Stafford to keep high interest in the work they were doing.giving recognition to the members who are performing the best. Every member of the team needed recognition for the important work he was doing.promising possibilities of promotion to members who work the hardest. Lisa Stafford and Daniel Nichols need to be promoted soon in order to keep the level of their performance equally high, so I needed to discourse about future opportunities with them.Since I chose the best possible team during the first run of the simulation and got 100% performance at the end, all of my ulterior runs of the program didnt make the result better because my first choice was completely accurate. This lesson learned in the workplace is very useful because it helps us to develop our skills as future managers. When managing real tea ms at companies, well be able to apply everything learned in practice and achieve equally high results which will lead to the success in the organization.Bibliography. Franken, R. (2001). Human motivation (5th ed.).. peaceable Grove, CA Brooks/Cole. Managing People Motivation Building the Winning aggroup // www.businesstown.com Maslow, A. (1943). A theory of human motivation. Psychological Review, 50, 370-396. Maslow, A. (1954). Motivation and personality. New York harper Nohria, N., Lawrence, P., & Wilson, E. (2001). Driven How human nature shapes our choices. San Francisco Jossey-Bass. William G. Huitt. Maslows Hierarchy of Needs. February 2004. www.gsu.edu