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In order for an organization to achieve long term success, it must consistently evaluate those plans and consider all of the organization’s entities and how they link together. By appraising the existing performance management process, it forces deeper analysis of the process, as well as its intended and unintended influences towards employees and the organization.

This communication process had a rocky start. Built originally on a time-expense model, partnerships between divisions were strained due to conflicts over time and resource allocations. The company ultimately placed the head of P&C as the new leader of IS. This helped create a user orientation within IS and established good relationships with other divisions.

In my opinion, one of the main conflicts existing in the company is caused by the lack of communication and the human resource management. In order for the development of the company, Mr. Heubel should promote participation, open process to produce commitment, maintain a balance between human needs and formal roles , develop relationships and keep people involved. He should also strengthen the communications and exchange information, needs, and feelings for involvement. Greta should also communicate with his father and brother effectively to solve the conflict and helped to create a free environment for cooperation and communication.

Managers promote poor communication when it is not planned out correctly, which can cause chaos and friction within the department. Emotions can cause a barrier and result in a communication breakdown. Poor communication is not always at the fault of the manager, poor listening on the staff’s part can

Performance management relates to an organization’s ability to implement a system to evaluate and advance employee performance. Achieving peak performance requires consistency, clear objectives, and constructive employee evaluation. According to Mithas, Ramasubbu, & Sambamurthy (2011), an organization must design the performance management system based on extensive research about the organization’s mission, and then properly communicate the purpose of the system to employees, stakeholders, and decision makers. After the performing the research, the information should be used to establish the appropriate performance management specialized for the organization. In addition, an effective performance management system should align

Without efficient resource allocation & lack of communication between R&D and Brands, the conflict between departments generated in following steps. Even more, each steps make overall inefficient resource management.

Performance management is a tool that managers use to ensure that their companies remain at the top of their competitive edge. The Chartered Institute for Personnel Development (CIPD, 2008), defines performance management as a method by which individuals and teams are managed in a way that achieves high performance at an organisational level. The individuals within the organisation share an understanding of the achievement goals of the organisation. In order to achieve this, a general strategy is created, with each individual within the organisation understanding his or her role and requirements within such a strategy

A performance management system should consist of planning, monitoring, reviewing and evaluating (Hrcouncil.ca, 2015). During the planning phase management should identify, clarify and agree upon expectations of the employee. Also, in this phase management needs to determine how results will be measured, agree on the monitoring process and document the plan for performance management. Furthermore, this step is imperative for management to identify and ensure the performance objectives are explicitly stated to the employee. In the development of this phase management would

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

Performance management is the process of planning work assignments, setting expectations, monitoring processes, rating performance, and rewarding performance. Performance management systems are used by organizations to identify, measure, and develop the performance of individuals and teams. The goal of an effective performance management system is to strategically align employee performance with company goals and objectives (Smither & London, 2009). In order to achieve optimal performance, organizations are tasked with implementing innovative solutions that ensure performance management systems that deliver real results and improve performance (MacMillan, 2015). Organizational leaders are responsible for understanding the performance management system in order to focus on employee efforts that will help in achieving both individual and organizational goals (Opm.gov). In this paper, the author will suggest the key processes that DSM needs to provide within its system in order to successfully link its key success factors (KSF). The author will select three drivers, and examine the central manner in which DSM management has aligned its business strategies to performance management. Lastly, the author will critique DSM’s competitive advantage by using three of the six assessment points outlined in the textbook.

Communication gaps affected how work processes and systems were streamlined. Communication is an important aspect in the overall success of an organization. A lack of communication in

b. Heterogeneous goals and priorities. Each function’s different goal and subunit orientation causes it toview problems differently. Subunits have become competitive as the attempts of one to achieve goalsthwart the attempts of another.c. Bureaucratic factors. Rondell’s structure has evolved historically and status inconsistencies havedeveloped among different groups and managers—between the heads of R&D and engineering. Althoughthe head of R&D, “Doc” Reeves, formally reports to Frank Forbus, the director of engineering,informally Reeves has more status and power. The manufacturing manager is concerned about his lack of a degree, which he believes lowers his status, so he deliberately causes problems for other managers toincrease his power and status.d. Incompatible performance criteria. Each function is evaluated according to its goals, so when slowengineering design raises manufacturing costs or results in lost customers or penalty clauses in customer contracts, functions come into conflict.e. Competition for scarce resources. Some functions, such as R&D, can command whatever resourcesthey want. Engineering services is running very lean, its engineers stretched thin, and no resources for aneffective preproduction unit. Given that profits have fallen, competition for resources might increase,which will worsen the

* Lack of Information and communication across divisions Each division maintains its own marketing, manufacturing, logistics and administrative departments (Silos)

Companies Performance Management system need to concentrate on the overall improvement the way the company performs. They achieve this by managing the performances of all personnel within the company no matter who they may be. This can be attained by ensuring that everyone within the company truly understands what the overall mission and goals that have been set for them within the company. Performance Management system has a very distinct way that it can manage the performance of the entire company and as long as everyone understands the goals that the company sets forth than the company as a whole will meet those goals. The developmental objective is fulfilled by defining the training requirements of the employees based on the results of the reviews and diagnosis of the individual and organizational competencies. (MSG)

In observing the Franklin Company, it is evident that there is a need for change to help the company with its present problems. The managers’ perception is that the organization is in a state of volatility. Which has resulted from a lack of growth in sales and a competitive advantage. There is a felt need to ascertain new ways of doing things. In the Franklin Company situation, it was revealed that every department has its own ideas and feel they have the right answers to overcome their problems. They all want to play an important role in the company growth, however they have different perspectives on how to fix things. No matter what level of professionalism is involved, conflict is inevitable. For example, there are several issues that hinders the departments communication, collaboration and trust. In order to implement change, all three key element need to be present but they are often hidden. After the meeting with the management team, a OD practitioner decision was made to plan and implement structural, technological and behavioral strategies to improve the condition and functioning of the Franklin Co.