This essay relates to human resource management in my organization during my course of the training program. Human resource management relates to employee development for managing employees to maximize business performance (Waldman, 2018).
The company I was associated with dealt in TMT bars for rail components. The work setting in the organization was central and managed by the Project Manager. The organizational strength was small this facilitated employee training and leader's attention on the resource. I was responsible for quality inspection and dispatch management under the manufacturing line for guided rails and clamping bars. The key function of attributes and transformational leadership was influenced by centrality. Major organizational dependence was on him from assembling, budgetary control to design structure. This is long term will impact an organization with functional dependency on Mark for decision making. The team cohesion became low with self-direct teams with team norms development other than a formal structure for project ownership.
Project leadership is responsible for delivering high quality and inspire team (Dugan, 2014). The organizational structure did not follow a fixed structure and operating line. The team comprises of 3 members headed by the operation manager. Mark followed conflict resolution through emphasizing on subordinate goals among employees and established a common frame of reference for employees.
The organization structure was hierarchal with operation division headed by Mark
Transformational leadership as a leadership style is designed to motivate employees and strive beyond expectations (Bhola, 2017). Control measure for the organization was adaptive towards creating functional improvement within the team. The positive impacts of the organization's work were leader consideration and his approach to work. The leader focused on motivating employees through inspiring and motivating staff. His model of fairness and integrity created support by encouraging. The demand and operations during the initial period were low due to long time duration in order fulfillment by Mark displayed personal characters a team member and created facilitating as a leader through own design and structuring to motivate employees. As a leader, Mark took charge and designed team meetings and feedback for improving the system for agility and competitiveness. The open assessment allowed all division members to participate and encouraged potential business solutions. Mark’s vision for shifting the business cycle to create a competitive company was matched by his actions and approach as directive and guidance. The company had started a business division on the automatic supply division. The business supplier had shifted automation supply consignments to a prior date, our leader was quick to make change used analytical measuring through order mapping to ensure all orders were tagged for delivery for TMT bars. On observing the leader take action, the staff used the tool for benchmarking orders on the network to ensure delivery time is optimized for business quality. The action on ownership for business quality has shaped employees to take initiates as key learning from the manager. The team structure and development were guided through four stages for team development for forming storming, norming, performing, and adjourning. The team development struggled in the storming stage and creating adequacy for a self-reliant team as individual goals an efficient overshadowed overall organization performance. Mark displayed independent control in the team development process which was of own direction and high support that created flexibility and procedural struggle in the team.
Motivation is a key driver by creating employee ownership in major business divisions for empowerment (Muller, 2017). The creation of self-directed teams and virtual teams created employee isolation ad impacted communication across the line section. The team was able to achieve short term objectives for the management goals. The team worked on knowledge-based trust with fairly robust and competent with moderately high task performance.
Marks' problem-solving approach shaped employee conflict on role division and structural changes by his active listening skills and patience. These key leadership attributes were major driving factors that created a distinctive feature of Mark during my tenure under his team. The strategic vision energized employees towards organizational effectiveness. The current process developed through open sessions near the operation warehouse area created an enriching experience. Recreating and addressing employees with plans and new project ideas highlight directional change for new activities (Coleman, 2016).
The leadership was driven by Mark‘s influence and expertise of power as referent power. He created ownership for individual and accredited self- behavior as distinguishing for change in the company performance. The organization structure and team size being small created informal training and guidance as more effective than a technological/ formal training system. His charisma was reflected in a high degree of trust and association by the division manager. Leaders influence was informational but lacked assertiveness on employees to use legitimate power which showed a lack of control on employees and non-compliance on Marks absence
Mark development coaching for my division area for the guide on ingot molding for TMT bars and coils to check error rate. The informal interaction with Mark and Shane with our senior employee counsel on the expertise is required for safety drills, and personal experience on manufacturing line assessment. The environment at ease for new on boarders was instrumental in building confidence for the duration of work. Mark encouraged to review and feedback meetings as per the monthly agenda.
The use of goal theory as a clear specific goal for motivation was followed actively in the organization for organizational commitment and employee improvement (Burke, 2014). The expansion of the division head for manufacturing capacity by 10% from the current capacity of 3% was identified as an organizational goal for this year's firm business line expansion. Individual teams were aligned for building capacity and designing based on the organization system of design. The aspiration and difficult and working and participation towards a goal is linked to organizational structure. This did not instrumentally transform the organization as the job satisfaction factors/ enablers were not accounted for by the team.
Communication can be effective to improve the inter-organization relationship. The lack of a standardized approach created misrepresentation and over powering of information. Developing project requirements showed a communication gap between the organization employees, colleagues, and top management. Conflict in the organization was the result of the communication gap that had led to a distortion of information and a verbal outbreak between the team. This was fueled by resource allocation and scarcity on budget allocation between the supply, digital, and line operation team. Direct communication between team division and sourcing hub was not parallel that created disordered and error in quality improvement implementation within the team. The opportunities for advancement and progress were not clear. Central training created a program for efficiency based training not aligned for assembling functions, supplier negotiation. This led to members subdued than others who couldn’t grasp in the knowledge base. Reward and recognition are the motivating factors. The lack of a performance-based reward structure created dissatisfaction among employees (PMI Institute 2017). Mark encouraged competency structure through virtual teams to motivate employees to perform independently. This created isolation among teams and difficult to create negotiation and increased misunderstandings. Communication was centered on meetings for the idea as conducted monthly by Mark on organization performance and safety check for assembling. I was handling quality check and control and felt no-directed system for communication with vendors and interdepartmental teams due to the lack of a technological interface for communication. The unstructured style through virtual meetings and report logs check created failure on concluding work task progress and communicating the procurement gap to the division.
Marks' leadership style varied and was situation-based. He was directive in his action to ensure all orders were delivered timely within the spectrum of time. Mark pursued action on understanding the team objective. He administered the task and day to day and provided on the job training for our onboard batch during the initial weeks. Mark lacked in communication skills that impacted process management and developing team-based initiatives in a few instances. He focused on efficiency and practice and developed individual autonomy. Marks inattention to results on developing goals as members had put collective project team objectives. This led to team imbalance and structural fallout with multidirectional leadership. The environmental contingencies did not favor the business structure with member’s interdependence impacting team work and accountability. Applying Path-Goal leadership in the situation for team dynamics will significantly improve the organization (Dugan, 2014).
Mark created an open environment and assumed that the conflict would resolve with time. This created withdrawal from resolving the conflict. The organizational conflict was intergroup conflicts and intragroup conflicts. The conflict resolution as withdrawal and avoidance to maintain harmony adversely impacted employees on the Marks approach and felt isolated with diminishing results and making uninformed decisions. The need for joint decision-making, communication, and unresolved past conflicts was common on new partners acquired for a local automotive. Designing system and supply limit was exceeded; the budgetary approval was aligned to cost and fiancé teams which were working on multiple allocated groups for batches. The technical groups within the organization were equipped with the technical idea for prioritization of the project hence required joint census.
The key recommendation for improvement for Mark needs to use a directive style to counteract team norms that oppose the formal objectives and create individual directives. The implementation of automated style created motivation for employees but lacked fundamental training to improve the process for efficiency. Complex task structure should follow the directive style of leadership as it will minimize the ambiguity for the use of new technology (Muller, 2017). Addressing achievement-oriented style will challenge employees to deliver performance as lack of redundancy will prevent employees from reaching peak performance.
Leadership style is important to motivate employees and influence decision making and organization effectiveness (PMI Institute, 2017). The leader through its transformation leadership modeled vision and created change in the process.
Team development can be improved by improving communication using the hygiene theory of motivation for employees. Hygiene theory considers certain factors as a workplace that cause satisfaction and others that cause dissatisfaction which is independent of each other (Fernandez, 2018). The factors that presented dissatisfaction within the team were interpersonal relationships and status. These can be aligned with motivation factors for job satisfaction such as advancement, recognition, and leader operation duties allocation. This will increase employee motivation and will create a disciplined organization. The delivery gap identified and change of scope which led to scope creep can be avoided through using an effective communication system in the team. An information management system for central capturing for data storage, schedule progress will consolidate communication. Effective top-down structure in key structural decision making for selection, budgeting will be effective, whereas bottom-up communication for feedback, system implementation will create balance. The organization's reward and recognition system as per performance-based performance structure will increase fairness and encourage employees to work efficiently. Ambiguity and role certainty should be clarified through the development phase by the Project Manager for reducing conflict. The leadership style and direction are important in project planning, development, and execution. The development of conflict engagement through one to one communication and shared view approach will resolve team dispute as opposed to avoidance measure. The organization experience enriched my knowledge domain and behavior on teamwork, management principles on developing a robust workforce for organizational goals.
Leadership developed through team development and communication will create alliance in workforce. Marks’s approach showed self-directed teams an individual autonomy in planning, organization and execution stage. As Project leader Mark developed efficiency on his approach for automation to reduce manual work. The organization experience development my understanding on team work and communication. The path goal theory as opposed to transformation leadership is subjected to different situation that directs, leads, and motivates team towards transition implementation of automated style created motivation for employees but lacked fundamental training to improve the process for efficiency. Complex task structure should follow the directive style of leadership as it will minimize the ambiguity for the use of new technology. Communication and team development by implementing through business structure enables motivation on need assessment for dedicated workforce and conflict resolution by project coordination and team cohesiveness.
Bhola, P. 2017. Project leadership and Team Building in Global Project Management: Best Practices. Partridge publishing house.
Burke, R., and Barron, S. 2014. Project management leadership: building creative teams. Wiley
Coleman, S., and MacNicol, D. 2016. Project leadership. Taylor& Francis
Dugan, B., Messikomer, and C, Chiocchio, F. 2014. Advancing human resource. Project Management. Wiley
Fernandez, A.P., and Mateo. MO. 2018. Human capital and competencies in Project Management. Intech open
Huemann, M 2016. Human resource management in the Project-oriented organization: Towards a viable system for Project personnel. Taylor & Francis
Muller, R., and Turner, R.J. 2017. Project-oriented leadership. Taylor& Francis
PMI Institute. 2017. A guide to the Project Management body of knowledge PMBOK. PMI Institute
Waldman, D, and Reilly, C. 2018. Leadership for an organization. Sage publication.
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