The article for critique gives an in-depth discussion for the topic promoting Improvement- factor for the excellence of team work. the given article is written by “ David. F. Smith, Ph. D, CFP, he was born on 01/01/1965 and has been involved in financing planning since 1980, he is a member of the FPA of San Diego”. the given article illustrates that providing excellent service to staff or team members is the foremost responsibility of the leader its in the hands of the leader to take his team to a level of excellence and perfection, but keeping job excellence aside, there is a bigger relation between a leader and his team or employees. however, ” the author’s view regarding promoting improvement is that it is a set of international leader activities that are designed to enhance organizational results through team members including designed and implementation of improvement activities” (Smith, 2018).
“The article explains about the leader-member exchange which is essential for promoting improvement activities, basically a leader who pays extra attention to the needs of his team members should also possess some self-improvement towards his staff members. ” “organizational development researchers gives views regarding this improvement behavior and states that it strengthens the trust relationship between leader and other team members and this relationship is called leader-membership exchange. ” A good leader helps every team member to learn easily job skills and make it productive to work, this increases the teaching confidence of leader and learning confidence of the team member, which is essential to work and it helps in mutual understandings of each other, this also benefits the customers who experience the dedication of team towards their work. About the leader-membership exchange theory, the leader- membership exchange theory firstly emerged in 1970s, it focuses on the relationship between leader and member. In this theory manager and subordinates go through three stages: Role –Taking, Role-making, Routinization, typically during role-taking it occurs when members join the group, during role-making phase, group members are classified into two Members
In-group, and out-group. In-group team members often receive more attention, support. And opportunities, from their managers. Out-group members get very less opportunity and face time. Routinization in this phase where, routines between team members and team are established. you can use the Leader-Member Exchange to identify and validate any perceptions that you might have of people in your own team. the article also explains improvement behavior, “it illustrates that how a leader works with each team member regarding what the leader and the member agree for members development goals and action plans to meet these goals, development can be any that is job skills, personal improvement, or even something not related to job. ” A common strategy for promoting improved employee or organizational performance is to place a strong focus on organizational results. For example, in commercial business, it is common to focus on results such as sales volume, total business revenue, annual company profit or share price with desired results metrics are then established to measure existing performance levels, set targets for improvements, monitor improvement over time and hold employees accountable for achieving better results.
The perceived advantage of focusing on results is that it clarifies and concentrates effort on the main game ; the key purpose of the organization’s work. It also provides a basis for evaluating the performances of employees and the organizations as a whole, while giving employees freedom to find and create strategies for achieving improved results. as part of their drive for improvement, organizations also sometimes attack incentives to results either in the form of rewards – for example, increased pay for increased sales – or sanctions such as the threat of dismissal, transfer or closure. These forms of extrinsic motivation usually are based on the assumption that the key to improved results is greater employee effort. some organizational efforts to focus attention on work practices and internal processes go no further than a relatively superficial focus on compliance. These efforts attempt to drive improvement by ensuring that employees are doing the jobs expected of them and that organizations have in place the processes and practices believed necessary for success. Compliance approaches sometimes are adopted to minimize the risk by specifying minimally acceptable standards of practice and behavior. and because excellence is developed incrementally over time, quality metrics always are based on a development view. They describe increasingly deep knowledge, understandings and practices in specific aspects of professional work, and so provide a framework for establishing where employees and organizations are at any given time in their ongoing development and what actions and learning may be required for further improvement.
Overall, I found article very interesting, it summarizes that the vision or mission of the team must be accepted by the leader and all team members and critical goals viewed as the collective responsibility of the team. If a return to profitability is a critical goal of an executive team, priorities and time commitments must be pulled from elsewhere. Focusing on results that in any way does not support the critical goals of the team will lead to team failure. Leader should try to clear up misunderstandings quickly and accurately; seek to understand all perspectives; err on the side of over communicating; reinforce and recognize team member efforts. Mutual support shared goals, cooperation and encouragement provide workplace synergy. With this, team members are able to feel a greater sense of accomplishment, are collectively responsible for outcomes achieved and feed individuals with the incentive to perform at higher levels.
Also when team members are aware of their own responsibilities and roles, as well as the significance of their output being relied upon by the rest of their team, team members will be driven to share the same vision, values, and goals. The result creates a workplace environment based on fellowship, trust, support, respect and cooperation.
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