Measuring Success Week 10 DQR
Colton Brannon
Hello Class,
During the first module, we identified what we believed was a successful organization while including parameters and reasons why these helps increase success. I first mentioned financial statistics, working conditions, employee satisfaction and even more as important parameters. While I still think those are important, throughout this class I have been able to add many more to the list and gain a deeper understanding of the ones that I had initially included. As I finished my final project, it really gave me perspective about all of the things that we dove into great detail about. The scorecard was a first for me, but it allowed me to kind of get an understanding of the course better as well as why each parameter matters to an organization. Additionally, dealing with a practice acquisition situation helped to determine things that are going well and going poorly for different organizations. By getting a few documents of information, I was able to create the larger power point presentation along with the summary to define how the business should be make its next move. I particularly enjoyed being able to make my own recommendations while giving justification, which helps to show knowledge learned and differences from my initial post. Overall, I gained a more profound understanding of a high-performance organization and hope that I will be apply that to further classes and the next organization that I work within.
As a leader it is important to juggle a variety of tasks and goals while helping the organization and the people around you. One of my biggest personal beliefs is fostering a positive work environment. When good people are becoming disgruntled and wanting to leave, it is pointing to larger issues and should never occur. I believe that how well people are doing alone and within a team are factors that measure performance. Taking care of people and getting them onboard and committed should be a trend for future businesses. As we look towards the future, we will have plenty of trends to analyze and factors to measure in an ever-changing environment. Both internal and external factors are changing every day that can make it more difficult to be a leader tomorrow. We see environmental concerns, increases in pricing, political issues, wars, and more that influence everyone and everything in the organization, so it is important to focus on what is in front of you and be able to adapt to change.
Response –
Andre’a Alston
Good Morning Everyone,
I hope that your week is going well so far. My parameters for identifying a high performing or successful organization have changed over the course. The parameters that I have used in the past have changed over this course because I now have a clearer understanding/and know the correct terms and appropriate explanations/definitions relative to what I consider to be “innovation bottlenecks” which refers to levels of innovation that exist within an organization specifically referencing innovation that exist within organization tiers such as executive leadership, middle management, and amongst employees. I do feel as though I had an understanding before taking the course, but now my understanding has been strengthened. Parameters that I used in the past to determine whether a team, department and/or organization were: innovation, employee retention, employee satisfaction, rapid/and strategic change, performance/quality improvement culture, innovation, management style, support relative to professional development, emotional intelligence, performance, levels of respect, and work culture; for example. I feel as though the parameters that I have listed can be used for an organization, department, or team.
It is important that organizations, departments, and teams are diverse and include a myriad of experience/skillsets in relation to the team’s performance, which would require them to be actively managed (Kirkus Reviews, 2015). As a leader some future trends and performance factors I will use/and consider when developing a high performing team will be open communication, actively working towards fostering an innovative culture, emotional intelligence, performance, quality/and performance improvement and actively acknowledging/and discussing areas of potential/or interest relative to supporting the team’s, departments, and organizations goals. To develop a trusting relationship amongst a high performing team, the team must establish it own’s identity, purpose, common goals, and purpose (Salicru, 2017). Successful teams are highly effective when each individual team member arises/and aligns to the expectation and establishes relationships with others on the team enabling them to reach unique levels of collaboration resulting in unexpected outcomes (Salicru, 2017). Having a strong connection internally within the team specifically relating to communication and emotional intelligence is imperative considering many organizations have an unwritten psychological contract that is inclusive to promises or expectations between parties, teams, or departments within employment relationships (Salicru, 2017).
These referenced parties referenced in the above sentence include managers, employers, employee’s and co-workers (Salicru, 2017). Having a trusting structure relative to communication, inclusive, and emotional intelligence establishes and allows the team to build a foundation which will support continuous growth and expansion in relation to the organization’s performance phase.
Thank you for taking the time to read my post and I wish everyone continued success on their journey!
Take Care,
References
TEAM GENIUS: THE NEW SCIENCE OF HIGH-PERFORMING ORGANIZATIONS. (2015). Kirkus Reviews, Lxxxiii(9) https://ezproxy.snhu.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Ftrade-journals%2Fteam-genius%2Fdocview%2F1676094479%2Fse-2%3Faccountid%3D3783
Salicru, S. (2017). Leadership results : How to create adaptive leaders and high-performing organisations for an uncertain world. John Wiley & Sons, Incorporated.
