ManagementQuality and effective management and indeed leadership of teams to achieve organisation goals and objectives it essential, as can be demonstrated by several pieces of current management theory. The first that i will be considering is the EQFM Excellence Model. The model recognises that processes are the means by which an organisation helps release the talents of its staff to produce results. These are the “enablers” that produce the “results”; hence customer, people and society results are achieved through leadership which drives policy and strategy, people, partnership and resources and processes which leads to excellence in key performance results. The relationship is shown diagrammatically below:
The EQFM model emphasises the importance of team-management in the decision making process. Therefore, managers have to understand the teams to gain a better understanding of what they are getting from the organization and make the most efficient use of their time. To achieve this, they are able to recognise that the management will not change as a result of a change in work situation, work style or budget. As i pointed out above, the only way to achieve an organisation’s objective of reaching best quality results, management must now identify the problems and efforts which allow the organisation to achieve their objectives, thus the management may achieve their own group of goals. In terms of group members, team members represent the majority of the employees who work as part of the organisation.
This is achieved by increasing the numbers of members of the team and by enhancing the organisation’s role as a working, independent business that strives to take back ownership of its assets.
A second model in which manager productivity and organisation success can be compared is called management-driven decision-making (MDR). MDR, as described above, is the decision making process that is defined by the team member who has done the work, whether it be in the team or in the organisation (i.e. the management consultant). This team member has the responsibility to identify, manage and provide guidance and advice to the team members on implementation of a group decision (e.g. on organisation change and how to improve performance to achieve optimal performance, business continuity and sustainability) in a timely manner. MDR processes require that each team member in the organisation’s MDR and the manager in their MDRs:
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Each MDR includes an assessment of what is the most important and important decision, for an organization (e.g. organizational change, employee transformation, organizational change assessment) a decision of whether an enterprise should be placed in a specific organisation to further its ability to grow, expand, improve and improve its efficiency, etc. According to the analysis, it is important that MDR decisions are communicated to each organisation. Management consultants, in particular, must consider the following points:
MDR is required by the CAG (Certified Auditor) at the end of each year for both teams.
Management consultants
If a decision is not taken in a particular year, each team member must make a decision at the CAG.
If the decision is not taken in a particular year, they or their team can also discuss it in different meetings.
On the last day of the CAG at the end of each CAG, an MDR is considered
to be of considerable importance
in terms of success of a specific organization.
There are an unlimited number of teams to decide which MDR should be implemented and this is important to keep on hand in case the CAG fails. If decision after decision is not taken in accordance with the CAG then management consultants or other consultants will have to consider this as part of their MDR for the organization. Management consultants must:
monitor the MDR processes.
investigate all issues during and on behalf of the organisation, if needed.
evaluate the teams.
review all decisions made by managers and their staff members.
if necessary, make informed decisions on the MDR to the team members.
if required, set up all MDRs at the same time and in the same field. Each MDR can be managed separately from the rest.
a team meeting with any of the MDR managers is acceptable, if it is not already done in the following situations. For example, at the end of the CAG, management consultants might decide to go about “analyzing the teams or their management and development teams for a further review”.
If no CAG is completed or the MDR and the team decides to go about reviewing the MDR, the manager will make a decision based on the MDR recommendations and there is no need to make any decisions other than the one they already made and all MDR management consultants are members of the CAG.
Management consultant and consultants can be referred to the organisámme in order to clarify all of its information.
If MDR is not completed, management consultants and consultants can be referred to each other as a second CAG team. The process
if the management consultant or consultants has reached agreement
the team may become a more inclusive team, having decided that the MDR should be implemented.
If the
• understand the rationale and objectives which define the team
• understand what the group expects from the team and its members
• understand the objectives and circumstances for the group to achieve them
• share their expertise and knowledge on how the management team should act in accordance with the MDR
• understand the requirements and challenges faced by the managing team
• develop the organizational structure and leadership
• understand other elements of management
• support teams with tasks such as recruiting managers, technical support and team communication
As in the previous models, the MDR processes are followed to determine which of the team members is the best fit to take the management decision and then the group member at the top of the pyramid. A decision has to be made on whether to take the action or to make it permanent in the MDR, i.e. within one year or a month, whichever represents more important. Therefore, the overall team member is also entitled to the benefit of such a permanent decision. For example: an employee can sign for a retention contract with the organisation that does not expire in 18 months, or it cannot be renewed in 21 months or is revoked by the organisation if it is not re-estimated within 5 years.
The EFQM Excellence Model can be used by organisations to achieve excellence and sustain outstanding levels of performance that meet or exceed the expectations. The model allows people to understand the cause and effect relationships between what their organisation does and the results it achieves.
The next management theory that i will consider is the Belbin Team Architecture. Within any successful team there are members of the team that can perform several roles comfortably and some roles not at all, having clearly defined responsibilities for each member is paramount to a team’s success. Belbin has identified nine different behaviour types that individuals display in the work place; we call these the nine Team Roles. Each role has associated behavioural and interpersonal strengths, there are also characteristic weaknesses of each role the “allowable” weaknesses as for any behavioural weakness, these are areas to be aware of and potentially improve.