After Completing The Reading This Week, We Reflect On 500402

After Completing The Reading This Week We Reflect On A Few Key Concep

After completing the reading this week, we reflect on a few key concepts this week: Discuss what performance management is and how it influences effective teams. Review table 11.1, define leadership behaviors (in your own words) and note which behaviors are beneficial at specific organizational activities (example: project planning, leading coworkers, etc...). Please note at least five organizational activities and be specific when responding. Note at least two organizational capabilities and compare and contrast each. Please refer to Journal article attached. Word Count: 300 APA7 At least one scholarly article reference

Paper For Above instruction

Introduction

Performance management is a systematic process aimed at improving organizational effectiveness through continuous feedback, goal setting, and performance assessments. It plays a critical role in shaping effective teams by aligning individual goals with organizational objectives, fostering accountability, and encouraging ongoing development. The influence of performance management on teamwork is substantial, as it enhances communication, clarifies roles, and promotes a culture of high performance (Aguinis, 2019).

Understanding Performance Management

Performance management encompasses a range of activities centered on evaluating and improving employee performance. It involves setting clear expectations, regular monitoring, providing constructive feedback, and recognizing achievements. This process creates a framework for employees to understand their contributions and how they align with organizational goals, ultimately boosting motivation and productivity (Pulakos, 2009). Effective performance management fosters teamwork by ensuring that team members are aware of their responsibilities, working towards shared objectives, and receiving support for development.

Leadership Behaviors and Organizational Activities

Referring to Table 11.1, leadership behaviors can be described as observable actions or attitudes demonstrated by leaders that influence followers' motivation and performance. I define leadership behaviors as intentional actions taken by leaders to guide, motivate, and support team members towards achieving organizational goals. These behaviors include communication, delegation, inspiration, conflict resolution, and strategic thinking.

Different leadership behaviors are beneficial at specific organizational activities. For example:

• Project Planning: Strategic thinking and goal-setting behaviors help define project scope and objectives.
• Leading Coworkers: Communication and inspirational behaviors foster collaboration and motivation.
• Problem Solving: Analytical and conflict resolution behaviors aid in addressing challenges efficiently.
• Performance Evaluation: Constructive feedback and recognition behaviors improve individual and team performance.
• Change Management: Adaptability and motivational behaviors facilitate smooth transitions during organizational change.

Organizational Capabilities: Comparison and Contrast

Organizational capabilities refer to firm-specific skills and resources that enable sustained competitive advantage. Two such capabilities are technological innovation and customer relationship management (CRM).

Technological innovation involves developing new technologies or improving existing ones to enhance products or processes. It fosters agility and differentiation in the marketplace, enabling organizations to adapt rapidly to environmental changes (Teece, 2014). In contrast, CRM capability focuses on understanding and managing customer interactions to build loyalty and improve satisfaction. This capability emphasizes relationship building, data analysis, and personalized service (Kumar et al., 2013).

While both capabilities are valuable, they differ in focus: technological innovation primarily targets internal processes and product development, requiring investments in R&D and human capital. CRM, on the other hand, concentrates on external relationships and customer insights, relying on data analytics and communication skills. A comparison reveals that technological innovation allows for product differentiation, whereas CRM emphasizes customer retention and satisfaction. Both are essential for organizational success but require distinct strategic investments and managerial competencies.

Conclusion

In summary, performance management significantly enhances team effectiveness by aligning individual efforts with organizational goals and fostering continuous development. Leadership behaviors tailored to specific organizational activities are crucial for guiding teams efficiently, while organizational capabilities like technological innovation and CRM serve as strategic assets that support long-term competitive advantage. Understanding and leveraging these concepts can lead to more effective organizational performance and sustained success.

References

Aguinis, H. (2019). Performance management (4th ed.). Chicago: University of Chicago Press.

Kumar, V., Rahman, Z., Kazmi, A. A., & Goyal, P. (2013). Customer relationship management: An strategic approach. Journal of Business & Industrial Marketing, 28(7), 563–568.

Pulakos, E. D. (2009). Performance management: A new approach for driving business results. The SHRM Foundation's Effective Practice Guidelines Series.

Teece, D. J. (2014). The foundation of enterprise performance: Dynamic and ordinary capabilities. Strategic Management Journal, 35(12), 1797-1812.

Additional credible sources:

1. Armstrong, M. (2017). Armstrong's handbook of performance management. Kogan Page.

2. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Lawrence Erlbaum Associates.

3. Denhardt, R. B., & Denhardt, J. V. (2015). The new public service: Serving rather than steering. Public Administration Review, 75(4), 513-523.

4. Eisenhardt, K. M., & Martin, J. A. (2000). Dynamic capabilities: what are they? Strategic Management Journal, 21(10‐11), 1105-1121.

5. Noble, C. H. (2010). Advertising research: The contributions of the American marketing association: 1937 to 2007. Journal of Advertising, 39(4), 31-46.