The production Group
Production is vitally an involved segment in a customer-focused institution because it determines the general performance and attainment of organizational goals. The production group includes the mandate to guarantee quality while maintaining and enhancing organizational efficiency to meeting market obligations. The team entails the responsibility to ensure product value by customer needs and efficient manufacture for the sustainability of corporate offering in the market (Daft, 2012).
While managerial performance objectives in organizations revolve on the factors for employee performance management including goal setting, monitoring employee performance, evaluation of performance and recognition of achievement (Mone, & London, 2014); it is, however, important to note that organizations and groups are also superior components of the whole performance management. Organizational performance details regular activities of creating corporate goals and monitoring the efforts to the achievement of goals. More so, it unfolds the concept of the viability of endorsing operational adjustments to enhance the performance of an organization. Through this, it is deducible that production is a recurring activity because it plays a very vital role in organizational performance (Sobotta & Peetz, 2015).
The production group exemplifies a mutual reporting system from which every participant has the freedom to expressing his or her contribution to organizational performance. The principal stakeholders of the production group encompass the manager of the production segment and the comprehensive team of employees both skilled and unskilled workers. The common relationship structure clarifies that members of the production group possess equal opportunities to participate. Importantly, the group leads through a two-way reporting system. For instance, hierarchical communication is highly discouraged within the group considering that employees are allowed to offer their understanding of production to the manager while adhering to the managerial obligations (Dreikorn, 2004).
Data collection
I believe that regular assessments on current performance are of importance to the betterment of the entire organization. However, it is logical that the validity of obtained data is reliant on the viability of the assessment model. Therefore, it is reasonable to employ an orderly and explicit assessment model to guarantee the feasibility of obtained data. To attain a reasoned assessment, I intend to use questionnaires as the assessment tool. Surveys will efficiently gather motivated data from all members of the production owing to its characteristic of confidentiality. Confidentiality is a crucial aspect to consider when collecting information from a group considering that participants have the freedom to express their concerns (Walsh & Wigens, 2003).
Data for Organizational Improvement
Capacity assessment is vitally important to the development of a plan for organizational improvement (Glisson, Dulmus, & Sowers, 2012). Therefore, the capacity grid will be used to measure the operational capacity by identifying the strengths including the potentiality of employees towards the achievement of organizational goals within the production segment. Nevertheless, data on the appropriateness of the current operational structure will be necessitated to evaluate the key areas that need to be adjusted for adequate improvement. Therefore, systematically, questionnaires will be provided to the skilled employees with different questions including on the effectiveness of, for instance, current implementations, management and employee compliance to performance. Moreover, the manager of the production segment will be tasked to answer questions on the appropriateness of operational systems and employee compliance towards the common goal.
Diagnosis
The diagnosis of the obtained data will be focused to accomplish the objective of influencing improvement by recitation organizational understanding. The data will be interpreted by the nature of practices that should be taking place within the production segment in response to the objective of enhancing corporate performance. The diagnosis will as well be focused to highlight the order through which practices should be conducted. Besides, the interpretation will be objected to identifying the issues to be addressed in the efforts for organizational change while evaluating the appropriateness of the efforts to inducing positive change. For instance, the diagnosis will be a basis for setting performance standards concerning employee positions, group and operational processes.
Developmental activities
The principal objective of the diagnosis is to determine the viable ways of improving customer satisfaction and employees in production to enforce organizational improvement. Encouraging a culture of innovation within the production segment is a crucial activity to ensuring corporate development. The idea of changes will be purposively used to eliminate a culture of fear among the employees and other stakeholders while installing a background of continuous improvement. Experimentation is likely to be enhanced through innovation hence facilitating speedy and newly modified products, generation of efficient processes and models of production (Landström & Lohrke, 2010). On the other hand, the diagnosis provides the critical issues that should be when developing a plan for organizational improvement. It unfolds the essence of continuous improvement and corporate respect for its people. Therefore, it will be necessary to involve the production workforce in the planning processes to strategic development.
Communication of Progress
The group progress will be communicated in varying methods depending on the target audience. Therefore, meetings will be used as effective methods of delivering the growth of the group to the employees (Marrelli, 2010). A conference call is a viable means of communicating the performance of the production group to the project manager since it is time efficient and minimizes traveling expenses. Importantly, newsletters or emails will be used to communicate the progress of production to the organization. On the other hand, customers are core to organizational improvement hence the development will be delivered to the customers through the organization's website.
References
Daft, R. L. (2012). Organization Theory and Design. Cengage Learning Dreikorn, M. J. (2004). The synergy of one: Creating high-performing sustainable organizations through integrated performance leadership. Milwaukee, Wis: ASQ Quality Press. Glisson, C., Dulmus, C. N., & Sowers, K. M. (2012). Social work practice with groups, communities, and organizations: Evidence-based assessments and interventions. Hoboken, N.J: Wiley.Landström, H., & Lohrke, F. (2010). Historical foundations of entrepreneurship research. Cheltenham, U.K: Edward Elgar.
Marrelli, A. (2010). Managing for Engagement -- Communication, Connection, and Courage. DIANE Publishing Mone, E. M. & London, M. (2014). Employee Engagement Through Effective Performance Management: A Practical Guide for Manager. Routledge Sobotta, L., & Peetz, M. (2015). Moving towards a new paradigm of collaboration. The influence of current automotive trends on mobility business models and competitive advantage of traditional German OEMs. Munich: GRIN. Walsh, M., & Wigens, L. (2003). Introduction to research. Cheltenham: Nelson Thornes.
