re reply instructor and 3 other students 100 words

I need to reply to each one of these with 100 words or more. The instructor is Suzanne Minacrine please reply to her just a little more and be a more pacific when answering her questions she very very very stricct. I need to pass her class with an “B” average so far I am not I have 75.8% right now and I only have 2 weeks left of her class. Can you please help me to pass this course thank you so much for your time and help regarding this matter. Make sure your comments and questions to them are on a Master’s Level PLEASE. Please ask them some questions as well thanks. Plesase be sure to put the name by each reply so therefore, I can know which one belong to who.

 

Student 1: Jason burkhalter
Hello Michelle,

                Some things you read will say that given increase in salaries is not a good reward system. I personally do not think those people know what they are talking about. For me at least the most important thing is my family and taking care of them. So, if I receive more money at work I will be able to provide for them better. So, if I know I might get an increase in pay if I go above and beyond I am more apt to do. how do you few this subject, do you feel like increase in pay is a good type of reward system?

 

Student 2: Ann Lai
Examine your organization and leadership through the following questions:

 

1. How does your organization/leaders link rewards and appreciation to standards of excellence?

I work on a site that employees around 20 people. Having such a small group makes rewards and incentives easier to hand out. Our supervisors take turns buying or bringing in lunch for everyone particularly when we have had an event, big projects, inspections, and audits. Anytime the team pulls together and completes projects, works extra hours, does tasks outside of their job description, and offers their assistance to other departments the leaders do something to show their appreciation for the above and beyond effort. Sometimes this means buying lunch, hosting a cookout, bringing in donuts, giving employees paid time off that doesn’t count against their vacation time, etc. It shows that the better we perform the more we get from our leaders and the quality of life increases.

 

2. Are standards clear and how are they communicated? What changes would you recommend?

Standards are made very clear, again, because we are such a small group. Getting everyone together for daily meetings to discuss daily and upcoming taskers, going over how things need to be done, expectations as far as quality, quantity, and time frame of work, and clarifications can be made easily with everyone present to ensure everyone hears the same information exactly as it needed to be explained. Occasionally our leaders leave pass down to the team leads which usually means something gets forgotten or left out. Leaving a logbook for each shift to consult upon starting their shift would ensure both shifts are aware of what the other shift accomplished and what still need to be done. In addition, a log book offers a place for concerns, suggestions, and questions and answers to be recorded for future reference.

 

3. Is leadership defined by walking around (visible) and listening in your organization? How are examples and expectations set?

The leaders here are constantly walking around, inspecting work, making suggestions, and asking questions. This is not just for their benefit, but for the benefit of the employees. This way our leaders know what employees are doing and how they are doing it. Doing this gives the opportunity for the mechanics to learn, and leaders to be aware of how their site is running and gives them the opportunity to teach the mechanics new ways of doing jobs or analyzing mechanical situations.

 

4. What does support look like/mean in your organization?

Every day we have a meeting. In these meeting one of our leaders ends by asking every employee individually (yes, he calls us out by name) if we have anything to add, if we need any help in their tasks that day, or questions regarding daily assignments. Doing this allows every employee to speak up and ask for support in one thing or another. For example, we are preparing for an aircraft inspection which means every employee, not just the mechanics, are in the hanger supporting the mechanics by cleaning, scraping, vacuuming, degreasing, lubing, etc various parts of the aircraft so they can be inspecting and fixing the generators, valves, computers, APU’s, etc. Support means asking what you can do to help (when you aren’t busy with your own work) with things you are not, per your job description, required to do.

 

5. What recommendations do you to improve the organizational dynamics?

The only thing I can think of that could be improved is policies and procedures. This is still a relatively young site (about a year old now) so the site supplement (book of policies and procedures) is still being written. This leaves some wiggle room when it comes to safety, risk, and standard operating procedures. Without company policy on somethings employees are doing what they have done in the past at other jobs which usually means there is a difference of opinions. While this has not caused any issues as far as animosity and employee conflict, it does create confusion on what is expected and approved.

 

Student 3: Paul Manuele
My organization links rewards to standards of excellence through an annual bonus which is entirely based on merit. Although the money is nice, the reward is personalized when my director calls me into his office and explains why I’m receiving the bonus. Feedback is essential because I know how my director feels about my work and it makes the money sweet. Without feedback the bonus would not encourage the heart, instead, it would increase resentment if I didn’t receive the full amount (Kouzes & Posner, 2012).

The standards in my organization are communicated through formal training events, on-the-spot corrections, and one-on-one interviews. The formal training events are the most productive and create the foundation for our standards; it allows the whole team to understand what is expected of them. My leaders are heavily involved in our work which allows them to lead by example and provide feedback; however, the feedback is generally given when we have failed to achieve the standard. This feedback is useful, but my organization would benefit from well-rounded feedback that highlights the good and the bad. My director tries to do this by scheduling one-on-one interviews for each team member, but it’s low on the priority list and often gets canceled. Although any feedback is better than none (Kouzes & Posner, 2012) my director should never cancel one-on-ones because it provides a great opportunity to provide complete feedback. By re-prioritizing the one-on-one interviews the energy in my organization would increase dramatically.

This doesn’t mean we aren’t supported, my questions are always welcomed and advice is freely given, but weekly feedback would increase my commitment and energy to the work.

 

This is the Professor:
Suzanne Minarcine

Michelle and Jason,

Research has shown only a 2% overlap between salary and job satisfaction.  It is clear from the studies that have been done that money is not a motivating factor.  A perfect example of money not being a motivation is the success of Wikipedia and the failure of Microsoft Encarta.  Wikipedia is done totally by volunteers, whereas Microsoft poured millions into Encarta.  Wikipedia still has an endless supply of authors, all writing, free of charge.  The reason is intrinsic motivation. 

Here’s an excellent article that even states that money may be a demotivating factor. 
https://hbr.org/2013/04/does-money-really-affect-motiv
With my own business, a hospice which I founded in 2003, we knew we would never be the highest paying employer in the area.  We really weren’t even competitive, in terms of compensation and benefits, because we were a start-up and because we provided so much charity care.  I was going to lay off one employee because money was so tight in the beginning, and she said she wanted to work for free for six months because she believed in what we were doing and she believed we were the best.  She was in a position where she could do it, and we graciously accepted her offer.  In the five years until I sold the business, we only lost one employee and that was due to relocation.  My philosophy was that we couldn’t be the highest paying, but we could treat our employees the best.

 

Michelle, you indicated that salaries were increased whenever a client made a positive statement about the employee.  Is there a limit to this?  How does the company stay profitable?

 

This is what I posted so please read this first and then proceed to answer their questions to me and be sure to ask them some questions as well.

Michelle Morrow’s Week 6 Forum – Encourage The Heart / Moving Toward Excellence

 

Question One: How does your organization/leaders link rewards and appreciation to standards of excellence?

The organizational leaders link the rewards and appreciation to the standards of excellence by awarding the employees who attain or exceed the set goals and targets by including a given portion of bonus to the outstanding employee for instance by appraising the salary of the employee upwards and making the employee recognize the reason why the salary was increased whenever the organization clients make positive comments about the services of a given employee (“Connect the Dots to Fill in the Service Excellence Picture for Your Employees”, 2016).

Question Two: Are standards clear and how are they communicated? What changes would you recommend?

The standards of achievement are very clear the organization has set in place several tools to measure the accomplishment for instance through the maintenance of the customer satisfaction sheets which are handled by individual employees upon delivering services to the employees.
Some of the changes that would be recommended would be that each employee forum, internal memo, and newsletter should bear a connection to the customer’s standards of service.

Question Three: Is leadership defined by walking around (visible) and listening in your organization? How are examples and expectations set?
Leadership is set by visible walking around and listening to the heads of various heads of departments. The examples and expectations for the employees are established by the orientation of the employees to the values, vision, mission and customer standards. Published on the organizational website; the employees are asked to sign a commitment document that they will uphold all the standards set for the organization by the management (Rieley, 2014).

Question Four: What does support look like/mean in your organization?

The support within the organization considered as the key driver of the organization towards success and attainment of the set goals. The outlook of the support entails the human resource, finance and procurement, infrastructure management, marketing and communications as well as the office services. All these systems collaborate to ensure that the organization delivers its services in the best possible way to the customers/ clients.

Question Five: What recommendations do you have to improve the organizational dynamics?
So as to improve the organizational dynamics, it is important for the organization to connect regularly the establish measures of achievement to the standards that in pace. Can be possible by tracking the satisfaction of the clients through various survey strategies set in place by the organization. The dynamics of the team can be further improved by establishing an organizational culture of team-work; this will be essential in bridging the gap between the corporate employees and in return boosting the customer satisfaction.

References
Connect the Dots to Fill in the Service Excellence Picture for Your Employees. (2016). Baird-group.com. Retrieved 13 July 2016, from http://baird-group.com/articles/connect-the-dots-to-fill-in-the-service-excellence-picture-for-your-employees
Rieley, J. (2014). Building Alignment to Improve Organizational Effectiveness. Global Business and Organizational Excellence, 33(5), 6-16. http://dx.doi.org/10.1002/joe.21559