I work for a great company. Malarkey Roofing Products has been in the roofing products business for over 60 years, both manufacturing and distributing quality roofing materials. We have a sales force of over 60 sales representatives, three manufacturing plants, and a few hundred administrative and union workers. Our products are distributed globally and we continue to expand into new markets; which makes it imperative that our company run like a well-oiled machine. A company this size requires a lot of teamwork between individuals, departments and management. But, as we continue to grow, I am seeing divisions in all of these areas, which makes it difficult to operate on a day to day basis.
When I began reading The Five Dysfunctions of
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If that is the case, the overall goals should be readdressed and more specific. But I digress. The true issue is the lack of a common company goal or vision and determining where that comes from.
One of the major areas I see my team struggle with is this idea of the fourth dysfunction, which is the avoidance of accountability. This can be seen when an employee can give you departmental goals, but not necessarily the company’s goals or visions. Up until recently, our company operated under a “silo mentality”. In other words, each department was operating independently of each other, with no regard to what the other departments were doing. Nobody knew what anyone else was responsible for, or how our departments worked together, thereby eliminating the ability to hold each other accountable. Brent Gleeson points out that this concept is not healthy for any business. “This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture” (Gleeson & Rozo, 2013, para. 1) When we cannot hold each other accountable, we cannot reach a common goal. We begin to operate without a vision or operate with very limited vision, placing the overall goals of the company as more of a suggestion than a goal.
My department (a team of five people) struggled with our
The goals require the three attributes which are first, successful companies have skilled people at all levels inside the company. Second, successful companies have a strong relationship outside the company. Third, successful companies have enough funding to execute their plans and support their operations.
They must be specific, measurable, supported, and achievable. These goals will be motivators for the immediate time to come. Unobtainable goals are discouraging and provide no real way to achieve company goals.
In order to be productive all members of staff should be aware of the goals of the firm. Knowing the goals allows the manager to make effective decisions. The goals of the firm can be viewed as the motives of the entrepreneur’s who own and run the firm. There a number of goals that a firm can pursue in its day-to-day
The company goals are straight forward; maintaining efficient interdependent groups that work together to achieve
She is expected to build a system that demonstrates trust, understands conflict, commits to collective decision making, and have the ability to hold one another accountable for the betterment of the company. Furthermore, Lencioni incorporates his real life theory the five dysfunctions of a team, into the fable in hopes to persuade the reader to use his methods in real world scenarios. Moreover, Lencioni then describes the five levels of dysfunctions in depth supporting his stance that teamwork is the most important aspect of any successful business. “Teamwork comes down to the mastering of set behaviors that are once theoretically uncomplicated, trust.” (Lencioni, 2002, pg. 21) Furthermore, inspiring the first team dysfunction in absences of trust. The absence of trust ultimately stems from a team being unable to open up to one another about their strengths and weaknesses. “Trust is the foundation of real teamwork and failure also referring the failure on the part of the team members to open up to one another.” (Lencioni, 2002, pg. 42) Furthermore, supporting the authors purpose of the fable, in which is, success depends being committed to enforcing
Goals are integral in helping the company set timelines for fulfilling their core mission (Balanced Scorecard Institute, 2014). The division will focus on goals that focus on the generation of new ideas and how long it takes for these ideas to become business successes. As such, long term and short term goals must be clearly outlined.
management. Senior management wants the organization to attain these goals but the goals are not
Once we agree and understand the goals and targets, we are better able to work together to achieve the required results. Individual objectives can help to support this. An effective team will establish
Goals within my organisation look at where we would continue to strive towards. They are long term aims. They are stated in our professional development plan stating:-
If you ask any successful and profitable company with a huge organization what makes their company continue to stay this way they will most likely tell you something along the lines of how they collaborate and infuse ideas from their group by communicating effectively to convey the message they are trying to get across. Organizations that keep their teams up to date on the company’s situation and also take into consideration their employees’ ideas and suggestions are far more likely to have higher morale which in turn leads to better productivity and drive in sales. At the Engstrom Auto Mirror plant in Richmond, Indiana 209 employees worked for a company that was starting to fall apart. This had been the business’s second year where
The final aspect of a dysfunctional team was the avoidance of accountability. In the book it was said that teams setting low standards for one another are less likely to be accountable. If they set high standards, teams are more willing to hit bench marks. I found this concept to be very intriguing
Most company goals are either strategic or financial because financial goals are related to
The core constraint of virtually every organization The Goldratt Institute has worked with over the past 16+ years is that organizations are structured, measured and managed in parts, rather than as a whole. The results of this are lower than expected overall performance results, difficulties securing or maintaining a strategic advantage in the marketplace, financial hardships, seemingly constant fire-fighting, customer service expectations being rarely met, the constraint constantly shifting from one place to another and chronic conflicts between people representing different parts of the organization, to name a
Align Business Goals: appropriate goals, arrived at through the creation of a suitable stakeholder decision making model
The culture of accountability is basely self-serving motivations. Such as being able to self-motivated just to assist someone. Or the fact that it is based on the person performance. Furthermore, it is the worst method due to employees not being held accountable for their actions and performance (Pennington, 2015, Para 1). However, it can be effective if there is clear communication, empower employees to succeed by providing tools, training and giving feedback (Pennington, 2015, Para 2).