Organizational Behavior & Leadership



Organizational Behavior & Leadership

(A)Three points of Concern

The performance evaluation should be concerned with the quality of end result. The real crux of the performance evaluation is in the proper performance of the meeting standards of quality results and targets, ie it is the manager's ability to successfully complete the tasks within time and with available resources. However in the given case the performance evaluation criterion does not consider the factors related to the end results. Moreover the manager considers the cleanliness as a factor for evaluation, but this factor is not appropriate.

The project manager should consider the quality of results produced by the engineer for his evaluation. Moreover, the attitude of engineer at this point of time is not an appropriate factor, as employees are change resistor and initially the leadership is required to manage that resistance of change. As generally, leadership is not very much concerned with personal needs of people. It is largely concerned with the needs of employees in the organization. It is significant to make notice of the fact that it is significant to try various styles of leadership instead of adapting the leadership style to the constantly changing environment of an organization as well as the dynamic market trends. Moreover, different leadership styles involve different methods. Generally, it considered that some individual are more likely to opt for styles that are developed within them (Dreikorn, 2004). This means that the leadership styles that are built within them are part of their nature. However, some leaders are more prone to adapt to and change their approach of leadership, personnel management and organizational management. There are many leadership styles. It includes coaching leadership, autocratic leadership, visionary leadership, the affiliative approach and democratic leadership.

The team performance has been assessed on various bases like the achievements, strategies for conflict resolution, efficiency of motivational tactics, communication plan of team, and room for betterment (Siebens, 2007).

(B)Relative Value for Performance Criteria

Contributions

By these criteria, the manager will be capable of knowing the actual level of performance provided by the engineer in terms of end results. In this case, the goals of team have been attained by the team since all the members of the team have given a good performance and they met all the set targets together with effective deadline management (Lussier, 2010).

Skill Set

This is the criterion that provides the information about the personal and professional ...