: Philip Go, Alex Chia, Esther Kwek & David Chan Lead & Manage Work Teams
Store goal and objectives Company Staff Review as at 31 Sept 2010 As per staff review conducted, it was observed that staf...
Store goal and objectives Changes are important!!! <ul><li>Types of changes: </li></ul><ul><li>To adjust to competitivenes...
Staff Feedback Policy <ul><li>Our Company value and treasure all individual contributions, including feedback, new </li></...
Feedback Channel Flow Chart Channel Feedback Store Manager HR Online Suggestion Box Operation Director / HR manager Verbal...
Communication Chart Schedules Comm. platform From To Subjects Daily 0900 Pre-opening briefing Store Manager All Store issu...
Office Bully <ul><li>To re-affirm that office bully is NOT accepted in the Company </li></ul><ul><li>Staff who felt being ...
Conflict Management / Prevention <ul><li>Conflicts are inevitable sometimes as individual may adopts personal evaluation o...
Conflict Resolution   Types of conflicts Cause Possible resolutions Owner 1 Disagreement in &quot;Who does what&quot; Uncl...
Staff Motivation Plan scheduled staff program to foster a more cohesive working relationship: Birthday celebration   Upgra...
Meeting Agenda A meeting on 20 Oct 2010 to review all new found problems and action taken : Review in 3 months Review comm...
Lead & Manage Work Teams
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Lead & manage lga2

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Lead & manage lga2

  1. 1. : Philip Go, Alex Chia, Esther Kwek & David Chan Lead & Manage Work Teams
  2. 2. Store goal and objectives Company Staff Review as at 31 Sept 2010 As per staff review conducted, it was observed that staff morale falls below acceptable level. The management had classified into following area and assign ownership: Department Staff feedback Owner Improvement 1 Sales Too frequent change in store goal and objectives Store Manager To resolve in next staff meeting 2 Customer Service Backfire when doing wrong process in customer service with initiatives Supervisor To review empowerment process 3 All Feedback Suggestions often ignored or rejected Store manager Re-work suggestion / feedback policy 4 Sales Junior staffs feel bullied by senior staff HR/Store Manager Need personal monitoring before suggest action 5 All Office politics – small grouping HR To re-iterate Company objectives 6 Sales Miscommunication Store supervisor Review communication process
  3. 3. Store goal and objectives Changes are important!!! <ul><li>Types of changes: </li></ul><ul><li>To adjust to competitiveness </li></ul><ul><li>Market intelligence </li></ul><ul><li>Price war </li></ul><ul><li>Product end of life schedules </li></ul><ul><li>Stock clearance </li></ul><ul><li>To achieve company’s marketing / market share / pricing / revenues strategies </li></ul>Changes are healthy!!! <ul><li>To keep business interesting and running </li></ul><ul><li>Benefit consumers, share holder </li></ul><ul><li>To achieve business objectives </li></ul><ul><li>Change in store goals and objectives </li></ul><ul><li>explain why changes are necessary and what are the normal changes expected </li></ul><ul><li>will filter changes that affecting company performance and cascade only those “need to know” to all staff </li></ul><ul><li>official changes will be only notified by the store manager in schedule </li></ul><ul><li>store supervisor will assist sales assistant in achieving personal goal </li></ul><ul><li>personal email to update current goal status and shortfall </li></ul>
  4. 4. Staff Feedback Policy <ul><li>Our Company value and treasure all individual contributions, including feedback, new </li></ul><ul><li>Ideas, work improvement suggestions etc.. </li></ul><ul><li>Due to the Company departments internal working structure, feedback should reach </li></ul><ul><li>the correct department and attention to the right departmental manager </li></ul><ul><li>To improve the feedback system, the following will be introduced: </li></ul><ul><li>2 more staff feedback boxes will be added, 1 in the cafeteria, 1 in general office </li></ul><ul><li>On-line feedback is available, just submit at [email_address] </li></ul><ul><li>feedback forms will be sent to correct dept/manager </li></ul><ul><li>Manager to check feedback / suggestions daily </li></ul><ul><li>Manager to review feedback and acknowledge </li></ul><ul><li>with action schedule or no action will be taken </li></ul><ul><li>Rewards positive feedback </li></ul><ul><li>Feedback can be anonymous </li></ul>
  5. 5. Feedback Channel Flow Chart Channel Feedback Store Manager HR Online Suggestion Box Operation Director / HR manager Verbal Close 1 day 3 days Resolution Yes No
  6. 6. Communication Chart Schedules Comm. platform From To Subjects Daily 0900 Pre-opening briefing Store Manager All Store issues, duty roaster, performance update, stock issues           Every Friday Intranet mail memo Head Office All Company updates           Every Tuesday (0900 – 1130) Executive meeting / Sales review meeting Store Mgr, Asst Store Mgr Sales Mgr, IT Merchandiser, Finance, Marketing, Sales Sup. Sales, promotion, pricing, competition, sales target update, operation costs       Daily Email Store Manager, Head office All Adhoc issues, need to know, customer's feedback, service quality          
  7. 7. Office Bully <ul><li>To re-affirm that office bully is NOT accepted in the Company </li></ul><ul><li>Staff who felt being bullied to report to next level manager. </li></ul><ul><li>Manager to monitor situation for a period. </li></ul><ul><li>Matter will be resolved at next manager level. </li></ul><ul><li>HR to conduct team building activities monthly to foster better bonding in working relationship. </li></ul><ul><li>Encourage “Buddy system” in work, team work by 1 senior and 1 junior staff. </li></ul>
  8. 8. Conflict Management / Prevention <ul><li>Conflicts are inevitable sometimes as individual may adopts personal evaluation on </li></ul><ul><li>some subject matter, as a Company, we need to pool all conflicts positively and to </li></ul><ul><li>resolve inline with Company’s objectives </li></ul><ul><li>Process to resolve conflicts: </li></ul><ul><li>Establish/identify the conflicts </li></ul><ul><li>Verify facts against fictions </li></ul><ul><li>Facilitate/arrange resolution </li></ul><ul><li>with parties concerned </li></ul><ul><li>Review progress of resolution, </li></ul><ul><li>documentation </li></ul><ul><li>Follow up / close off </li></ul>CONFLICT = DIFFERENCES IN PERSONAL OPINION AMONG 2 OR MORE INDIVIDUAL
  9. 9. Conflict Resolution   Types of conflicts Cause Possible resolutions Owner 1 Disagreement in &quot;Who does what&quot; Unclear job scope Redefine/review job scope, make changes if necessary HR,Store Manager           2 Inadequate resources Manpower deployment Collect feedback from staff on work load HR, Store Manager Analyst changes in working environment Analyst changes in production process           3 Personal behavior Personal preference Explain Company objectives to individual concerned HR           4 Management new policies Unclear objectives To forewarn a change in policy much earlier, ample notice Store Manager Assist in implementation of new policy Store Supervisor          
  10. 10. Staff Motivation Plan scheduled staff program to foster a more cohesive working relationship: Birthday celebration   Upgrading training   Variable bonus   Staff retreat   Team building   Family bonding time   Movie Treat   Motivation Theory Schedule Participants Maslow’s Stage 1 6 monthly All Staff     Maslow’s Stage 3 Yearly All Staff     Maslow’s Stage 4 6 monthly All Staff     Maslow’s Stage 1 Yearly All Staff     Equity Therory Per company's profit All Staff     McGregor’s XY Therory 6 monthly Sales and Operation     Maslow’s Stage 3 Daily All Staff
  11. 11. Meeting Agenda A meeting on 20 Oct 2010 to review all new found problems and action taken : Review in 3 months Review communication process Store supervisor Miscommunication 1600 - 1730 Staff feedback Owner Improvement Status 0900 - 1000 Too frequent change in store goal and objectives Store Manager To resolve in next staff meeting Closed 1000 - 1130 Backfire when doing wrong process in customer service with initiatives Supervisor To review empowerment process Review in 3 months 1300 - 1400 Feedback Suggestions often ignored or rejected Store manager Re-work suggestion / feedback policy Closed 1400 - 1500 Junior staffs feel bullied by senior staff HR/Store Manager Need personal monitoring before suggest action Closed 1500 - 1600 Office politics – small grouping HR To re-iterate Company objectives Closed 1730 - 1745 Q & A Session Store Manager NIL NIL
  12. 12. Lead & Manage Work Teams

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