Organizational Design and Performance Management and Appraisal

A performance appraisal is a documentation of the employees review, evaluation and development so I believe that the best performers, the kiss-ups and the take-no-prisoner type of workers all have the same chance of being winners in a performance appraisal, regardless of what we think of them. They each have a little something extra that management looks for in a worker. Personally, the top performers in the company would be my choice as the winner, but the kiss-ups usually have a special place in the heart of certain managers that take complete advantage of these workers who literally jump through hoops for them. There are some that may not have much to stand on for sizable pay increases, but they sure appreciate being needed by their boss and their boss depends on them just the same. Unfortunately, the take-no-prisoners are not always liked very well by coworkers, but usually they perform well and it is about how they are perceived by their manager. People who are the company’s best performers do not really feel the need to kiss up or throw others under the bus to make themselves look better. It shows in their work and usually their behavior.

After reviewing exhibit 7.4.2, list what you regard as the major problems with the Darby appraisal system. Make specific recommendations about changing the system.

SNOP is the Systematized Nomenclature of Pathology. Published by the American College of Pathologists, it has been “useful in classifying pathological specimens” (McWay, 2008). Although SNOP was commonly used in pathology departments, it has gradually lost favor because focus was placed on standardized nomenclatures by accrediting agencies (McWay, 2008).

Efficiently operating an organization or business requires upper-level department heads to collaborate cohesively in efforts of meeting organizational demands. Although departmental managers work independently, they contribute collectively. In this paper, I will discuss the collaboration of the finance director and the department administrator and how they collaborate to carry out organization goals. I will explain contributions the finance manager and the administrator make in efforts of reducing accounts receivable days. I will also describe bonuses paid based on profitability.

The purpose of this organizational assessment paper is to provide a clear unbiased analysis of my place of employment. I began my employment at the Human Behavioral Institute (HBI) in Las Vegas under the supervision of Dr. Marie Cid and Dr. Anis Abi-Karam on August 17, 2009. To date I have averaged approximately thirty-two hours per week of face-to-face contact with clients.

A. Evaluate how the review of organizational performance takes place in your school organization by doing the following:

In the same time, Wells Fargo recruited talented people into the company without any specific job, because the CEO believed that these smart people could help company to face and deal with the future changes and difficulties (Collins, 2001, p.42). Well Fargo is easy to adapt to a changing world when banking deregulation arrived. Moreover, Wells Fargo went three times higher than general stock market which the banking fell 59 percent behind. CEO of Wells Fargo, Dick Cooley a level 5 leader, understand three simple truths. First, if you begin with "who," rather than "what," you can more easily adapt to a changing world. Second, if you have the right people on the bus, there are no problem to motivate and manage people goes. Right people are self-motivated by the inner drive to produce the best results, and right people don't need to be tightly managed, they know what they should or should not do. Third, if you have the wrong people on the bus, you won't get to the place where you want to go, whatever how hard to motivate and manage them. Right people are the most important asset in the company. Right people can turn a nearly bankruptcy company to Fortune 500 company.

As the financial management firm grows and transformations of the times, it becomes essential to advance the technological components that comprise it. Furthermore, technology is only growing further advanced, and the cost of business does not go down, so naturally increasing efficiency and reducing cost needs to be a priority. The greatest way the company, Northcentral University, can develop and grow is through a new technological initiative that centers around centralizing staff, an integrated team outside of the headquarters in boundaryless fashion, and implementing new software technologies to connect these two things.

For the past 20 years at my current employer, I have acquired business management skills in order to be successful in my career as a leader in the financial industry. I have acquired skills that has aided in my success with managing and leading successful teams. I have applied these skills throughout my 20 years in management. These 20 years have brought about many changes from culture, business, and positions, and many challenges. Within my 20 years of experiences, I have touched all of the outcomes listed within the syllabus for this class.

Over the past several weeks, noticeably, the pressure of achieving profit goals have been challenging to say the least. I’ve determined there have been no substantial signs of improvement nor collaborative effort from senior level employees to work to increase sales with the new hires. If we continue with our current approach, given the decline in profits and lack of effort from some of our staff, we will no longer function as a profitable company. Since my inception at the organization, I’ve experienced two significant warning signs: 1) disengagement from senior level staff; 2) target goals not being met. These threats pose a major problem that can only be repaired by implementing seven phases that will diagnose the issue so we can

Upon reading the case studying in regards to the Bank Solutions organization, it is clear that there are a few gaps within the organization that are hindering the organization from operating at the maximum potential. When it comes to ensuring the organization’s ability, it is imperative that these three categories are identified, implemented, and maintained.

Her decision to redesign account management function and expand the use of technology presents internal and external issues with her team and the business unit (Bethel University, 2014-A). Her team of senior manager has internal issues that had to be resolved; personalities, protectionism, and the reluctance of leadership (Bethel University, 2014-A). They believed that Kerrie’s task was an exercise in futility because they had been through it many times before, everyone had ideas, but no one presented a solution that was acceptable to the entire group (Bethel University, 2014-A). This caused some in-fighting or bickering about what and how things should be done.

Eagan, J. G. (2008). The Likely Impact of the Public Employer-Employee Cooperation Act of 2007: A Secondary Data Analysis. Capella University. ProQuest Dissertations and Theses. Retrieved from http://search.proquest.com/docview/250804798?accountid=35812. (250804798).

As a General Manager at Access, Kerrie was tasked to reduce her workgroup’s operating cost by 15% by the end of the year (Gurley & Tavakoli, n.d.) . Subsequently, Kerrie consulted with her Senior Leadership team for input, asked for recommendations, and after carefully considering her options, elected to reorganize the account management team (Gurley & Tavakoli, n.d.). Kerrie’s decisions not only positioned her workgroup to achieve the cost reduction target, enhance customer experience, and improve account manager productivity, but they also created risks that must be mitigated in order to achieve the cost reduction goal.

This paper is going to analyze the Bill Brady Case Study. Bill Brady is a vice president and administration department head for a large financial institution, he has been in the industry for 40 years and has been the department head for the past 10 years. The companies environment is currently undergoing significant changes right now. A year ago Bill Brady's boss retired and Ben Sage was hired as his replacement. Ben was hired from the outside the culture of the company and brought in a dynamic, loyal, bright personal staff from his former company. The industry standard is trending toward large accounts and competition from other banks for smaller, traditional accounts is cutting into the market. The company is