TEAM AND PERFORMANCE MANAGEMENT

Effective Team and Performance Management

Background of the Case1

Discussion1

Conclusive Recommendations6

First - communication6

Second - motivation7

Thirdly - the embarrassing punishment8

Fourth - educate, educate and educate again8

References9

Appendix A11

Effective Team and Performance Management

Background of the Case

Electron, a small manufacturing company located in the North of England was established in 1997. Electron manufactures components for the telecommunications sector. The UK headquarters employs 150 people, with 90 people in the manufacturing department. The company has expanded its operation and recruited some new members to meet the demand. However, the management was well aware about the importance of team management, and thus formed different teams comprises of old and new employees. However, sooner it has been observed that instead of working as a team, they have started to confront each other in meetings and on other occasions at workplace. The following discussion in relation to Electron company's team management issues (see appendix A), will discuss the importance of team and performance management in an organization, while suggesting the effective methods of team management for the company.

Discussion

Every good team starts with a leader. A leader is the person responsible for recruiting, team members and building the position of the team in a company. Moreover, it is believed that it completely depends on the leadership how he or she manages the team. The best managers are those who are not afraid to employ their betters (Dionne, Yammarino, Atwater & Spangler, 2004). This is the key to creating a strong team, because it helps to set up specialized individuals who have a unique collection of strengths and skills, and at the same time have for their chief authority, despite the fact that their technical knowledge on certain issues are sometimes poorer.

Hiring another employee is not the only fact which is at the discretion of the manager, but also all kinds of shuffling the positions, including a release. However, human resources management system based on their fear of losing their jobs is not the way to long-term development of the team and only allows the short-term mobilization, followed by very quickly exhaustion of employees. In other words, this can create a team that will quickly reach good results, but you will not be able to succeed on a larger scale.

Kirkman & Rosen (1999) in this regard mention that one should build a team based on the relationships in the fear of the manager, using the opinion of others and should show no sympathy for the boss is the unifying element of such a group of employees. The heart of the unit is the relationship between people - and therefore bands rarely break down due to lack of skills of musicians, and often because of personal galling between them. Therefore, the effective management of the team is more than commissioning responsibilities to each subordinate. It is the work people should do together members. Very often it is a job which is not related to the purpose of the band - not applicable for the product, but cultural activities (Stewart & Barrick, ...