Abstract
New Millennium is a company that strives for providing perfect and up-to-date design. However, since recently, the company has been losing its popularity due to a downgrade in quality. Because of unequal distribution of information, as well as conflicts among the staff, the company is suffering a temporary crisis. With the help of an efficient strategy based on performance management introduction, New Millennium is likely to handle the crisis.
Introduction: A Brief History of the Organization
In their majority, people prefer that they should be surrounded with the environment that fits their aesthetics. This is exactly what the New Millennium Company is about. A team of highly qualified graphic designers, industrial designers and other talented specialists is ready to help. However, over the past few months, a considerable downgrade in the services quality has been spotted. According to what the results of an anonymous survey say, the production processes at the New Millennium Company have been slackened due to the poor distribution of the information and the unavailability of the required information for some of the members of the staff. As a result, the information often appears dated, and the quality of the work suffers immensely.
Leadership Development Program: A Sketch
Although the given problem is rather complicated, since it involves dealing with employee psychology, strong leadership and the improvement of the performance management in the firm will help save the New Millennium Company. As Pulakos stresses, “performance management is the key process through which work gets done” (Pulakos, 2009, 3). Therefore, it is crucial that the performance management should be the highlight of the leadership development program. The program is going to include the following steps:
Goals assessment
It is necessary that the employees should know precisely what they are striving to accomplish.
Reconsidering the company vision
Since the staff avoid sharing information fearing possible plagiarism, it is necessary to get their priorities straight, as well as create a more open information policy.
Performance evaluation
The employees’ work is going to be evaluated according to the following parameters: 1) quality; 2) speed; 3) originality.
Tracking information distribution
Information should be stored in a single database that must be available to every member of the company.
Establishing information sharing principles
No information can be concealed.
Reestablishing company goals
The employees should be striving to help the company achieve success.
Providing a template for a daily/weekly report
The template is going to be sent to all company members.
Developing job-relevant traits in employees (Pulakos, 2009, 10)
Accuracy and thoroughness should be encouraged.
Encouraging the approved behavior (e.g., financial awards, public encouragements, prizes, etc.)
As the recent case studies show, tin the present-day business world, the emphasis is on the people that work in the company. As Prabhu and Hedge explain, “. Given the cost of headcount, getting people is a highly competitive activity” (Prabhu & Hedge, 2012, 123). While the given approach does leave such essential aspect as production in the shadow, it nevertheless allows for shaping the employees’ attitude towards their work. Thus, not only production values, but also the employees’ responsibility towards the quality of their work grows. In addition, the company leader can shape the employees’ vision of the company’s ethics, which is especially important for the new millennium.
Re-evaluation of the results and the comparison to the previous ones
The given program is bound to work for the New Millennium Company, since it focuses on the introduction of the necessary organizational behavior standards as much as it does provide the methods for better informational management. It is also crucial that the given program takes organizational psychology issues, such as rivalry among the staff and employees’ motivation into account along with the company’s benefit.
Concerning the Reasonability of the Program: How It Works
The process of re-introducing corporate values and reinforcing responsibility among the company’s staff might seem rather naive step to take. After all, as Adkins explains, “Accountants burn the midnight oil with lots of daily problems to solve, so getting around to improving (or reforming) the accounting information for their managers and employees is not a frequent routine” (Adkins, 2006, xx). However, the question in the given case is not whether the staff is able to work extra hours or devote themselves fully to the company; instead, it is necessary that the staff should take their job seriously. The efficiency of the given strategy will be measured with the help of an opinion poll that will be conducted among employees, as well as the evaluation of the latter’s performance.
Conclusion and Recommendations: A Look into the Future
With that being said, it can be assumed that the suggested plan is going to improve the way in which the information sharing process is carried out within the organization, as well as introduce new and more appropriate principles of organizational behavior to the staff. Despite the fact that the problems emerging in the company seem to be related mostly to the issues of organizational behavior, it must be admitted that the latter is shaped by the leader of the organization. By reconsidering the corporate values and the ethical principles according to which the staff handles their work, one can possibly improve the current state of affairs. By showing the staff in a graphic way what commitment and responsibility are, the organization leader will most likely succeed in turning the New Millennium into a successful organization.
Reference List
Adkins, T. (2006). Case studies in performance management: A guide from the experts (1st ed.). Hoboken, NJ: John Wiley & Sons, Inc.
Prabhu, D. & Hegde, S. (2012). Design and implementation of performance management systems, KPIs and responsibility centers: À case study. South Asian Journall of Management, 19(2), 122–133.
Pulakos, E. D. (2009). Performance management: A new approach for driving business results (1st ed.). West Sussex, UK: Wiley-Blackwell.