Sie sind auf Seite 1von 7

BSBMGT502B

MANAGE PEOPLE
PERFORMANCE
Assessment 1

Allocating Work:
Being effective in your workplace means getting a job done with the least amount of time and
fuss.
To do this you will need to:

Identify what work needs to be done


Identify what resources (people and equipment) you need to complete the work.

It is a good idea to keep track of the work you need to do by making a list of all the tasks and
duties you and your work team must complete. Make sure your list includes not only obvious
jobs such as orders that need to be filled, but also less obvious jobs such as maintaining
equipment, cleaning and preparing for the job. These tasks may seem minor, but can cause big
problems if they are forgotten.
One of the difficulties of identifying your work tasks knows what work you are responsible for
and what is the responsibility of others.
You should be clear about what you need to do and what other people can be expected to do.
This requires a good deal of communication between your workers and workers in other areas.
Always check before you assume that a task is someone elses responsibility.
What resources you need will depend on how much work you have to do, and what type of work
it is. Some jobs require special equipment and skills so you will need to arrange these things well
in advance. Once you have decided what jobs you need to do, estimate what people and
equipment you will need to complete them. Make sure you have enough people with the right
skills and the correct operating equipment before you start work each day.
Another important aspect of workplace effectiveness is being able to make the most of the time
that you have. This means organizing your time carefully, and deciding how to fit the work you
need to do into the time you have available.
You can manage your time at work better by:

Prioritizing your work tasks


Setting goals
Cutting down on time wasters.

Prioritizing your time


Prioritizing your time means organizing your work tasks into order of urgency or importance. By
doing this you can be sure that your most important jobs are finished on time and not left to the
last minute. When prioritizing your work you should consider the following factors:

When does the job need to be done by?


How big is the job will it need to be completed over a number of
Days?
How does the job affect other jobs will getting one job out of the way
To free up people, space or time for other work that needs to be done?

Goal setting
Setting goals for yourself and your work team is also a good time Management strategy. Goal
setting increases your motivation and helps you to stay focused on the work you need to do. You
should make sure that your goals are achievable and revise them from time to time. Write down
your daily, weekly, or monthly work goals and place them where you can easily see them.

Accessing Performance:
We review performance so that we can see what we have done well and what we might do better.
Reviewing is critical in the workplace because it is from reviews that change and progress can
occur. When reviewing your teams performance, you should ask the following questions:

Have we completed all our set tasks?


Were all our deadlines met?
Was the work done to an acceptable standard?
Did we run into any problems?
Why did we run into problems?
Was there any conflict between team members?

Performance appraisal
An accepted method to use to develop teams you are working with or in, is the performance
appraisal. Where in the past such interviews between manager and employee were mainly used
to determine whether somebody deserved a pay raise or not, nowadays their potential for further
development of the employee is stressed.
Once or twice a year an employees performance is discussed. The aim is to identify strengths
and weaknesses and to offer opportunities for improvement. As a manager you need to be able to
perform appraisals (take on the role of coach, be able to give feedback); as an employee you
need to be able to receive them (be responsible and accountable for your own
development).Opinions on performance appraisals vary enormously - some people are strongly

in favor of them, others think that they are unreliable and condescending. Nevertheless, the fact
is that they are used on a large scale throughout the world to improve performance and reward
accomplishment. If the instrument is used in an unbiased way; if trust and belief in development
form the starting point of any such discussion; if the employee gets the opportunity to comment
on the reporting of it; and if the appraisal is not used to judge, then with all its shortcomings it
may be an excellent tool for individual and team development. If inappropriately used the result
can be resentment and serious morale damage, leading to workplace disruption, soured
relationships and productivity declines.
360 degree feedback
Managers should often give feedback to employees, as described above. The 360 feedback
model allows feedback about performance of the manager from various directions, including
staff. It helps the manager develop and, through that, the teams performance improves. 360
feedback is also known as:

Multi-source feedback
Multi-rater assessment
Upward feedback, where managers assess managers
Peer evaluation.

Measuring outcomes against goals


It is one thing to monitor your teams progress, but this monitoring is not much good if it isn't
compared to your original team goals. Outcomes are successful if they meet these goals. A team
that has a target of delivering 500 orders by the end of March cannot say they have reached their
goal if the products aren't ready until the end of April.
When reviewing your goals you will find one of three situations:

The goals are achieved


The goals are exceeded
The goal is not achieved.

Providing Feedback:
One of the coachs special tasks is to give feedback to the employee. Feedback is information
that needs to be an incentive for the employee to improve performance or change their approach
to work, responsibilities or duties. Giving feedback is not easy. It has to be impartial, but at the
same time honest; it has to be encouraging, but at the same time not run away from confronting
difficult issues. Feedback given by a coach or manager to the employee should have the
following characteristics.

Additio
nally, it is important to ensure that feedback is frequent (hold regular, short meetings and
observation), recorded (avoid acting on rumors), appraising but not moralizing (as this is likely
to make people defensive) and focused (dont touch on too many things in one go).

Feedback can be based on a variety of sources, such as:

On-the-job observation
Performance appraisals
Information from supervisors and colleagues, or even clients
Personal, reflective reports
Routine methods monitoring service or product delivery

Managing Follow up:


As a manager of a team it is important to have the skills that allow you to develop your team. In
the preceding topics we have focused on many skills that team members should develop; this
topic deals with the manager of a team. Note, though, that coaching is not necessarily done by
managers. In fact, many (larger) organizations have people specializing in this function (often in
the human resource department) or have set up a buddy system. Coaching aims at improving an
employees performance at work. A coach can offer advice, an actively listening ear and
motivating encouragement through a supportive climate. Organizations will fill in these roles
differently, but a coach is not a personal counsellor (who can deal with employees on a personal
level), and is not a mentor (who can serve as role models for employees performing specific,
often technical, tasks).Coaches will generally peek around the corner when either the employee
has indicated having trouble at work, or when a manager has observed the same. A coach is
genuinely interested in the employee and critically asks why the person in question approaches
work in such and such a way. He actively listens and empowers the employee by offering advice,
demonstrating skills, consulting with the employees manager (if these are not the same person)
and generally collaborating with the person in question to improve life at work. Coaching can
improve communication within a team and help in managing conflict. A team manager, in a
coachs role, can strive to reinforce the goals the team has been set or set for themselves.
Coaches:

Can give both positive and negative feedback, depending on what is required
Do not assign any blame: they are impartial but do want to develop the employee in the
direction the organization requires
Encourage two-way and open communication: there has to be a basis of trust between
coach and employee
Manage conflict: if there is disagreement between the employee and others in the
organization, the coach can help the employee to choose the right strategy to find a
solution
Meet on a regular basis with employees in one-to-one talks
Help employees set up and maintain their personal development plans

Coaching styles can vary; in fact they should vary depending on the person you are coaching.
The following matrix summarizes what style you should be able to adapt, in order to find the
correct balance that will challenge your colleague:

The aim of coaching is to move all your employees into the top right-hand quadrant where you
can delegate. Whatever their source, if both managers and employees believe in continuous
learning, it can make a large contribution to improved performance and job satisfaction.

Das könnte Ihnen auch gefallen