assignment on Developing Individuals, Teams, and Organisations

A critical feature of any profitable enterprise, is the advancement of individuals, teams and institutions. In the pursuit of this, high-performance leadership and personal growth are vital. By offering employees and groups the resources, training and support they need in the high-performance leadership, the efficiency and productivity of a company or an organization can be improved. High performance development, on the other hand, focuses on the organization’s long-term development and achievement by strengthening the workforce’s innate abilities and skills. This report contains a detailed analysis of how High performance working and culture ensure positive impacts on tech organizations like Apple. Inc. and Google. Google , founded in the September, 1998, and headquartered in California ,US. The annual revenue of the company at the end of year 2021 was recorded to be 3.34 billion British pounds. The tech giant has around 70 of its offices established in over 50 countries worldwide. In UK, the first office of google opened in the year 2003, under the management of director Ronan Harris. Another company mentioned in the report is Apple Inc., founded in April 1976,and headquartered in US, California, and a count of 522 retail source, in terms of number of locations. The annual revenue being. US$394.33 billion, in 2022.

Organizations must take a systematic method for staff growth, in order to accomplish elevated management and growth. This uses what is known forth as a career strategy that specifies each person’s targets and goals as well as the steps needed for achieving them.

High performance working (HPW) and culture are pivotal for any business's success, notably in terms of improving employee engagement and long-term business performance. HPW has the ability to increase employee engagement and commitment. High performance working (HPW) is a set of Human resource management practices, intended to boost productivity, motivation and employee engagement in order to achieve organization’s objective and goals (Rabiul, Patwary and Panha, 2022).

Usage of (HPW) and culture to support long-term business success

Workers who are enthusiastic and committed are more likely to be efficient, focused and loyal to their employers and company. This can result in greater employment satisfaction, higher retention rates and lower absenteeism. HPW can also strengthen the long-term business performance. The factors which dominantly influence the performance management are: Transparency by the company and Trustworthy Management. These factors play a very crucial role in the performance management (Alqudah, 2022). The senior vice presidents in Apple.Co implement programs as opposed to managing products. CEO, the only position on the organizational structure in which the engineering, design, operations, marketing, and retail of any of Apple's key products overlaps continues to be held by CEO Tim Cook, as Steve Jobs before him. The development of the iPhone necessitated close coordination between engineers and designers. Another example that can be taken into consideration is of the company Google. In addition to offering on-site massages and three-square meals a day for every employee, Google has gone above and beyond to look out for their workers. The $300 billion software giant's CEO has a Glassdoor CEO approval rating of 93%, but it's not just due to the indoor pools, volley ball courts, or free on-site laundry facilities. These one-of-a-kind gestures might make it simple to overlook the minute intricacies that are the cornerstone of their high-performance culture.

Organizational culture

The set of principles, standards, and methodologies that inspire and shape the activities of all team members is referred to as company culture or organizational culture. It can be seen as a collection of traits that define a corporation. For instance, a multinational technology company called Apple Inc. develops, markets, and distributes electronic consumer goods, software, and online services. The business is dedicated to sustainability and has set high goals for cutting back on waste, preserving resources, and utilizing more eco-friendly materials. Apple Inc. has put in place a number of strategies in an attempt to accomplish this goal because it appreciates the significance of HPW and culture in maintaining corporate performance.

Every single new employee of a department or organization is frequently exposed to its various cultural components, such as perceptions, traditions, myths, and habits; as a consequence, the aforementioned components assist the organization's members in accepting one another at job, understanding the right way to behave, conducting their work, and contributing to the business (Widarko and Anwarodin, 2022). It should not be unexpected that a cyber giant that creates complex algorithms derives its judgments on data. Google raises the bar significantly. Google's human resources division is nicknamed as the People Analytics Department due to their commitment to coming up with data-driven decisions. For Project Oxygen, Google gathered nearly 10,000 observations via employee surveys and performance reviews. For Project Aristotle, Google investigators looked at information on successful teams over the past fifty years. Also, they assessed by evaluating their teams, searching for trends between those that fared well and those that could not.

Role of Performance management in building high performance culture and commitment.

In the first place, people work to build ideas and conventions that can assist them know how they should communicate with one another, individually or as a team, by striving to establish and share their common values. Second, potential benefits cement these ideas and values, boosting an organization's confidence in its collective knowledge. It also is important to recognize that the performance of a firm will eventually increase if employees pay greater attention to these aspects (Alqudah, 2022). In his first year as CEO in Apple, Jobs dismissed the general managers of each and every business unit (all in one day), centralized the diverse operational departments of the business units into a single functional organization, and put the whole company under a single P&L since he thought that traditional management had curbed innovation. The fact that Apple still has it in 2018, despite the fact that the company's revenue has increased by over 40 times and it is significantly more sophisticated than it was in 1998, is unexpected, if not astounding (Garcia, 2022).

Google announced an extensive study in 2012 to figure out what made successful teams different from those that struggled to work together and succeed in their goals. Google formed a team of statisticians, corporate psychologists, sociologists, and engineers to address this difficulty. Project Aristotle looked at research spanning five decades as well as every conceivable aspect of the teams within the firm. The teams' social interactions outside of work, the team members' character traits (introverts or extroverts), educational backgrounds, interests, and a variety of additional variables were all examined for patterns. Throughout Project Aristotle, Google employees recognized that the composition of a team has less of an impact on its performance than its members' interpersonal relationships. They discovered that the best teams are ones in which members have faith in their ability to participate equally to any discussion or meeting and trust that their teammates won't reject, belittle, or penalize them for doing so (Scarpinella, 2022).

Schein suggests a pyramid of cultural levels, demonstrating that people only see the superficial elements of a culture first, while the more important aspects of the culture are hidden deeper. Culture is divided into three levels: artefacts and behavior, norms and values, and underlying assumptions (Schien, 2020).

1. Artifacts and values: These include the dress code, workplace infrastructure and layout, company logo, and employee behavior. These observations are helpful, but they do not provide a comprehensive picture of the company in question.

2. Norms and Values: Even if the rules are not specifically mentioned in prose, everyone in the organization acknowledges the norms as acceptable behavioral guidelines. These include core etiquettes, appropriate dress code, and the company's entrance and departure schedules, what to say and how to address higher-ranking officials. The rules ensure that the workplace's decorum is maintained. Values are the standards by which we live.

3. Fundamental assumptions: This level is concerned with the employee's beliefs and how they make decisions and act subconsciously.

Leadership qualities in an executive.

Three essential leadership qualities have been expected of each and every executive from the highest position to lower, these are as follows: Profound expertise that allows them to productively engage in all of the activities being done within their specific functions; Understanding the specifics from those functions, and being willing to discuss other functions during group decision-making.

These qualities enable administrators to make choices in a coordinated manner. This approach promotes employee ownership and engagement in addition to contributing to the creation of new goods and services.

Role of Training and development of employee in organizational growth.

Training and development are critical to an organization in order to maintain a competitive advantage. It assists in enhancing employees' skills, knowledge, and abilities, helping them function better and contribute to the organization's growth and success. However, effective training and development programmed actually require careful consideration of a variety of factors (Haugen, et. al 2019).

Criteria and factors for designing training and development

To maintain a competitive advantage, the following elements must be taken into account when planning and implementing training and development:

Checklist: Conducting a thorough needs assessment aids in identifying skill and knowledge gaps among employees. The training and development programmed can be modified to meet the particular requirements of the organization and its employees on the basis of the findings of the needs analysis.

Resource availability: The available resources for training and development programmed, such as time, budget, and staff, must be considered. For example, if the organization's budget is limited, it may choose online training programmed over in-person training.

Employee preferences: When planning and implementing training and development programmed, employee preferences should really be taken into account. Some employees, for example, may favor on-the-job training, whereas others may prefer classroom-style training (Miko?ajczyk, 2022).

For example, Apple Inc. made significant investments in the growth and training of its workforce to facilitate HPW. The business offers extensive training geared to provide employees the skills and expertise required to perform their tasks effectively. Technical skills, soft skills, and leadership development are a few of the topics covered in the programme. Additionally, the company provides regular feedback and coaching to help employees improve their performance.

PART B: Personal and professional development career plan for the named job role

Methods of education and training ideal for gaining information and skills.

The performance cycles

Organizations use the performance cycle to monitor employee performance and improve overall effectiveness. Goal-setting, performance planning, performance monitoring and review, feedback and coaching, and performance evaluation are common stages.

Goal-setting: Setting specific, quantifiable, achievable, relevant, and time-bound (SMART) goals for each employee is the first stage of the performance cycle. These objectives should be challenging but attainable, and they should be consistent with the organization's overall objectives and mission.
Performance planning: After goals are established, the employee and their manager work together on developing a performance plan. This framework defines the actions the employee must take in order to accomplish what they want, as well as the resources and support they will obtain to ensure their success.
Feedback: means supporting staff members with feedback on their performance. Feedback ought to be given in a timely, specific, and reasonable way. It can be given through one-on-one conferences, performance evaluations, or other types of feedback (Tseng and Levy, 2019).
Coaching encompasses providing employees with support and guidance in the hopes of enhancing their efficiency. Coaching can include mentorship, tutoring, or other chances to advance.
State - feedback assessing employees' overall performance in relation to the targets and objectives that have been established. This can be accomplished through formal performance reviews, self-assessments, or other processes of assessment.
Managers evaluate employee performance against the goals established at the beginning of the cycle at the end of the performance cycle. This assessment includes a discussion of the employee's progress, achievements, and challenges. The evaluation results assist in the development of new goals and the performance planning process for the next cycle (Grossi, Kallio, Sargiacomo and Skoog, 2020).

Personal Developmental Plans (PDP)

A Personal Development Plan (PDP) is a tool used among individuals to assist them in establishing and acquire their personal and professional goals. A PDP's purpose is to offer an organized approach to personal development, allowing individuals to assess their current skills and knowledge, set objectives to enhance their abilities, and recognize the actions they need to take to achieve those goals.

A PDP's purpose serves as a framework for personal and professional development, assisting individuals in developing the skills and knowledge required to succeed in their careers and accomplish their long-term goals (Alam, 2022).

Requirement of developing a PDP

Through developing your own developing plan, you may outline the steps needed to boost your performance, maximize on your strengths, and address improvement areas. You can pursue your career goals and give more profitability to your organization with the assistance of a well-executed PDP (Lejeune, Beausaert and Raemdonck, 2021).

The following are the primary perks of using a PDP:

Identifying strengths and weaknesses: Individuals can identify areas of strength and areas for improved performance by reflecting on their current skills and knowledge. This allows them to concentrate their development efforts on the areas that will have the greatest impact on their performance.

Developing a development plan: A PDP assists individuals in developing a plan of action to achieve their goals, outlining the specific steps they should indeed take, the resources they must access, and the timelines they must abide to.

Establishing objectives: A PDP aids individuals in developing clear and specific goals for their personal and professional development that are aligned with their long-term goals and the needs of their organization.

Areas that require improvement: Evaluate the skills or the knowledge deficiencies that need to be fulfilled in order to get the desired goal. You might desire to devote yourself to cultivating new talents in these areas to advance the career, or areas where you faced rejections and disapproval.

Setup for creating a Personal Development Plan

Here are the steps to creating a Personal Development Plan (PDP):

Define your aims: Start by outlining your professional and private objectives. These objectives should be specific, quantifiable, feasible, relevant, and time-bound.

Analyze your skills and expertise: Evaluate your current skills and knowledge and determine where you can improve. It might entail reviewing one’s performance appraisals, soliciting feedback from coworkers, or able to conduct a self-assessment.

Set up a strategy: Create a strategy for accomplishing your objectives. This scheme should include precise actions that you'll undertake to keep improving your skills and knowledge, in addition to the resources and support you will necessitate to accomplish what you want.

Emphasis over the development needs: Emphasize your development needs according to how relevant they are to your professional and personal objectives, as well as the availability of services to you.

Develop milestones and deadlines: Establish accomplishments and deadlines for reaching your goals. This will allow you to remain focused and even on track while also enabling you to track your progress.

Put your strategy into action: Put your plan into action and commit to your development both personally and professionally. Attending training courses, enlisting feedback from colleagues, or collaborating with a coach or mentor may all be a component of the procedure.

Examine and modify your plan: Review your progress towards your goals on a regular basis and update your strategy as needed. It will guarantee that your development stays on track with your changing personal and professional objectives (Lejeune, Beausaert, and Raemdonck, 2021).

The role of the Employees and managers in the development process.

Employees and managers have a major impact in ensuring the project's success all through the development process.

Employees' roles in the development process can be summarized as follows:

Making contributions to the project: it becomes the responsibility of employees to contribute their capabilities, competence, and knowledge to the project. They are mainly involved in the project's day-to-day exercises and have an essential part in guaranteeing that it achieves its goals.

Feedbacks: Coworkers might provide feedback on the project in a bid to enhance its effectiveness and efficacy. Feedback on project plans, mechanisms, and outcomes is one instance.

Adaptative behavior towards new procedures and technologies: Workers have to have the capacity to adapt to alterations in project requirements or criteria. This may imply modifying their operating procedures or accountabilities to fit new project's goals.

Collaboration with the stakeholders: Employees may be asked to work together with stakeholders to make sure that the project corresponds to the requirements and demands that the community has.(Diamantidis and Chatzoglou, 2019).

The manager’s responsibilities in the development process have been summed up as follows:

Organizing: Managers are in charge of planning and coordinating the development process. This could include establishment of project plans, allocation of capital and resources, and assigning tasks to the team.

Leading the development team: Managers have the task of directing the project team. This may entail setting expectations, providing guidance and ensuring that the team members collaborate and work effectively.

Surveillance: Managers have responsibility for surveilling the development process's progress to make sure the endeavor stays on track and fulfils its targets. This could include constant monitoring of deadlines, performance metrics and finances.

Expressing constructive criticism and encouragement: Managers are accountable for offering constructive criticism and encouragement to team members in a way that allows them to enhance their performance and succeed in their objectives(Salehi and Ranjbar, 2021).

In 2008, Google announced Project Oxygen with the aim of discovering the best traits of the best managers. The Google team has made over 10,000 observations of their supervisors to identify the qualities that employees appreciated and hated. Google's working hypothesis prior to Project Oxygen was that competent managers or leaders would need to know more technical information than the people they were managing. Project Oxygen asserted that this wasn't the case. The results showed that among the most important attributes of effective managers were accessibility, effective communication, and team member empowerment.

Reflective learning

Reflective learning includes reviewing and reflecting back on an experience and evaluating it and then devising conclusions and learnings out of it, that can be eventually utilized for future experiences. It entails objectively analysing the lessons learnt and determining that how they can be applied to upgrade the performance and decision making in the future. Reflecting learning is much more than just memorizing facts, dates and formulas (Chang, B., 2019).

Basic steps of reflective learning:

1. Describe the event or circumstance you are thinking about. This can comprise describing the situation, the participants, the activities taken, and the results.

2. Evaluate the experience thoroughly, taking into account its advantages, disadvantages, possibilities, and threats. Identify any important conclusions, trends, or patterns that surface.

3. Assess the knowledge gained and the choices made. Think about what worked well, what could have been done better, and what you'd change to do differently going forth.

4. Draw inferences from the analysis and assessment. Consider how you may apply any fresh understandings or lessons gained from the event to new circumstances.

5. Take action in accordance with the realisations and recommendations reached. Determine the precise actions you may take in order to enhance the performance (Mantzourani, et.al,2019).

Four stages of competence for reflective practice

The four stages of learning, popularly known as the four stages of competence, is based on the theory, that the learners are in a state of unconscious incompetence before a learning experience even starts, and that as they learn they progress through four psychological states until they reach a stage of unconscious competence.

6 Stages of competence for reflective practice

The “conscious competence” learning model often known as the four stages of competence outlines the four psychological stages that people experience when they learn any new skill or behavior (Lane and Roberts2022). There are four stages:

Unconscious incompetence: This stage represents a person's lack of skill or expertise in a certain pitch if they're not aware of it. Worse yet, they are unaware that they are unaware..

Conscious incompetence: When an individual is mindful of their lack of ability or information, they are said to be in a state of awareness of inadequacy. They understand that in order to advance, they must learn and acquire new abilities.

Conscious competence: When a person has attained conscious competence, they are capable of performing the activity or behavior in question nevertheless they must put a lot of focus and effort into it. They are conscious of what they are doing, and in order to do it effectively, they must intentionally consider it (Lane and Roberts, 2022).

Unconscious competence: When a skill or action has been exercised and ingrained to the point where it is second nature, a person has reached the stage of unconscious competence. They can carry out the action or behavior without making a conscious effort or decision.

Kolb’s learning cycle

A model that effectively explains how people learn from their experiences is the Kolb’s learning cycle (Lehane, 2020). There are four stages in the cycle:

Tangible experience: The stage occurs whenever an individual has a novel experience or runs into a challenge that needs to be overcome.

Observation and reflection: The stage entails the person pondering on their experience and noticing of what transpired, what they did, and the consequences.

Abstract conceptual model: Based on their contemplation and experience, the person now starts to formulate new hypotheses, theories, or conclusions.

Active experimentation: This is the phase in which the person actively explores with new strategies or actions while adapting what they have learnt to new contexts or difficulties (Morris, 2020).

Conclusion

Competent management and development are crucial for any firm to thrive. A professional and personal growth employment strategy serves as an essential means of helping individuals to attain their career objectives while also making a beneficial effect on the company as a whole. Organizations can develop a high-performance environment and achieve long-term viability by concentrating on the development and growth of their staff

Bibliography

Alam, A., (2022). Impact of University’s Human Resources Practices on Professors’ Occupational Performance: Empirical Evidence from India’s Higher Education Sector. In Inclusive Businesses in Developing Economies: Converging People, Profit, and Corporate Citizenship (pp. 107-131). Cham: Springer International Publishing.

Alqudah, I.H., Carballo-Penela, A. and Ruzo-Sanmartín, E., (2022) High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, 28(1), p.100177.

Alqudah, I.H., Carballo-Penela, A. and Ruzo-Sanmartín, E., (2022). High-performance human resource management practices and readiness for change: An integrative model including affective commitment, employees’ performance, and the moderating role of hierarchy culture. European Research on Management and Business Economics, 28(1), p.100177.

Azam, M. and Qureshi, J.A., 2021. Building employer brand image for accumulating intellectual capital: Exploring employees' perspective in higher educational institutes. Estudios De Economia Aplicada, 39(2), pp.1-15.

Blaauw, S.A., Maina, J.W., Mturi, G.A. and Visser, A.T., (2022). Flexible pavement performance and life cycle assessment incorporating climate change impacts. Transportation Research Part D: Transport and Environment, 104, p.103203.

Chang, B., 2019. Reflection in learning. Online Learning, 23(1), pp.95-110.

Diamantidis, A.D. and Chatzoglou, P., (2019). Factors affecting employee performance: an empirical approach. International Journal of Productivity and Performance Management, 68(1), pp.171-193.

Garcia, A., Balasubramanian, V., Lee, J., Gardner, R., Gummidipundi, S., Hung, G., Ferris, T., Cheung, L., Granger, C., Kowey, P. and Rumsfeld, J., (2022). Lessons learned in the Apple Heart Study and implications for the data management of future digital clinical trials. Journal of Biopharmaceutical Statistics, 32(3), pp.496-510.

Grossi, G., Kallio, K.M., Sargiacomo, M. and Skoog, M., (2020). Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: a literature review and research agenda. Accounting, Auditing & Accountability Journal, 33(1), pp.256-280.

Haugen, T., Seiler, S., Sandbakk, Ø. and Tønnessen, E., (2019). The training and development of elite sprint performance: an integration of scientific and best practice literature. Sports medicine-open, 5, pp.1-16.

Lane, A.S. and Roberts, C., (2022). Contextualised reflective competence: a new learning model promoting reflective practice for clinical training. BMC Medical Education, 22(1), pp.1-8. (Reflective competence).

Lehane, L., (2020) Experiential Learning—David A. Kolb. Science Education in Theory and Practice: An Introductory Guide to Learning Theory, pp.241-257.

Lejeune, C., Beausaert, S. and Raemdonck, I., (2021) The impact on employees’ job performance of exercising self-directed learning within personal development plan practice. The international journal of human resource management, 32(5), pp.1086-1112.

Lejeune, C., Beausaert, S. and Raemdonck, I., (2021). The impact on employees’ job performance of exercising self-directed learning within personal development plan practice. The international journal of human resource management, 32(5), pp.1086-1112.

Long, E.M. and Gummelt, G., (2020) Experiential service learning: Building skills and sensitivity with Kolb’s learning theory. Gerontology & geriatrics education, 41(2), pp.219-232.

Mantzourani, E., Desselle, S., Le, J., Lonie, J.M. and Lucas, C., (2019). The role of reflective practice in healthcare professions: Next steps for pharmacy education and practice. Research in Social and Administrative Pharmacy, 15(12), pp.1476-1479.

Meijer, H., Hoekstra, R., Brouwer, J. and Strijbos, J.W., (2020). Unfolding collaborative learning assessment literacy: a reflection on current assessment methods in higher education. Assessment & Evaluation in Higher Education, 45(8), pp.1222-1240.

Miko?ajczyk, K., (2022). Changes in the approach to employee development in organisations as a result of the COVID-19 pandemic. European Journal of Training and Development, 46(5/6), pp.544-562.

Morris, T.H.,(2020). Experiential learning–a systematic review and revision of Kolb’s model. Interactive Learning Environments, 28(8), pp.1064-1077.

Paais, M. and Pattiruhu, J.R., (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), pp.577-588.

Pamungkas, S.F., Widiastuti, I. and Suharno, (2019) June. Kolb’s experiential learning for vocational education in mechanical engineering: A review. In AIP Conference Proceedings (Vol. 2114, No. 1, p. 030023). AIP Publishing LLC.

Rabiul, M.K., Patwary, A.K. and Panha, I.M., (2022). The role of servant leadership, self-efficacy, high performance work systems, and work engagement in increasing service-oriented behavior. Journal of Hospitality Marketing & Management, 31(4), pp.504-526.

Sainju, B., Hartwell, C. and Edwards, J., (2021). Job satisfaction and employee turnover determinants in Fortune 50 companies: Insights from employee reviews from Indeed. com. Decision Support Systems, 148, p.113582.

Salehi, M., Mahmoudabadi, M., Adibian, M.S. and Rezaei Ranjbar, H., (2021). The potential impact of managerial entrenchment on firms’ corporate social responsibility activities and financial performance: evidence from Iran. International Journal of Productivity and Performance Management, 70(7), pp.1793-1815.

Scarpinella, S., Cole, C., Ritter, S., Mohammed, S., Jablokow, K. and Miller, S., (2022), August. Can We Get an Intervention, The Utility of Teaming Interventions on Engineering Design Student Psychological Safety. In International Design Engineering Technical Conferences and Computers and Information in Engineering Conference (Vol. 86243, p. V004T04A004). American Society of Mechanical Engineers.

Škrinjari?, B., (2022). Competence-based approaches in organizational and individual context. Humanities and social sciences communications, 9(1), pp.1-12.

Schein, E., 2020. The levels of culture. In Organizational Collaboration (pp. 135-143). Routledge.

Tseng, S.T. and Levy, P.E., (2019) A multilevel leadership process framework of performance management. Human Resource Management Review, 29(4), p.100668.

Widarko, A. and Anwarodin, M.K., (2022). Work Motivation and Organizational Culture on Work Performance: Organizational Citizenship Behavior (OCB) as Mediating Variable. Golden Ratio of Human Resource Management, 2(2), pp.123-138.

Zhang, W., Zhang, L.J. and Wilson, A.J., (2022). Strategic competence, task complexity, and foreign language learners’ speaking performance: a hierarchical linear modelling approach. Applied Linguistics Review.

Explore A Business Report On Tourism Marketing Principles

Assignment On Personal Professional Development

HCM4001: Essential Skills for Health and Care Management