MGT 509 MODULE 3 DISCUSSION LATEST-TRIDENT

admin   July 12, 2018   Comments Off on MGT 509 MODULE 3 DISCUSSION LATEST-TRIDENT

MGT 509 MODULE 3 DISCUSSION LATEST-TRIDENT

Visit Below Link, To Download This Course:

https://www.tutorialsservice.net/product/mgt-509-module-3-discussion-latest-trident/

MGT 509 Module 3 Discussion Latest-Trident

MGT509

MGT 509 Module 3 Discussion Latest-Trident

First Post—Week 1 of the Module

Use question and answer (Q&A) format for your response; in other words, include the original question along with your answer in the reply. Within your post, support your response with information from at least two reputable sources (library and/or web-based) and provide the full citation at the end. Use APA format for your references. Bring in your own personal experiences, if applicable.

Select at least one of the following to discuss (A or B):

Organizational Development: Some company representatives believe in order to achieve change in an organization, there must be an entire organizational effort. Organizational development is the planned and systematic process in changing an organization (usually to a more behavioral environment). Some OD interventions commonly used are survey feedback, quality circles, employee involvement, and team building, for example.

Discuss your knowledge/experiences with organization-wide change attempts and whether or not they were effective.

If effective, what made them so? If not effective, what was missing?

Performance Management: Performance management and/or appraisal experiences for employees and supervisors are so vastly different. For some it is a chance to have a one-on-one discussion about the employee’s work; to highlight strengths and identify areas needing improvement; to identify barriers; to determine how to contribute to the needs and goals of the department/organization; to seek specific input, support, and guidance to achieve job and/or career goals.

For others it results in a lack of understanding; assumption that the review will be negative; fear of surprises; concern for changes in the relationship between employee and supervisor; fear of failure; that it becomes part of their file. Some supervisors are uncomfortable talking about performance. They worry that the differences will be confrontational; that the process is too time-consuming; possess a fear of surprises; and are concerned about possible negative consequences in their relationship with the employee.

What is it about the process and the relationship between the employee and supervisor that makes the experiences so different?

Is it possible for appraisals to become a less dreaded part of supervising others? If so, how? What needs to be done so that performance appraisals have constructive, positive outcomes for both employees and supervisors?

Subsequent Posts—Week 2 of the Module

During the second week of the Module, read through the posts by your peers and enter individual responses to at least two classmates’ posts. Bring in ideas/comments and/or research not previously mentioned by your peers. Cite your sources

 

Download now