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Brandon W. Jones

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Leadership in the News

Strategies of Effective New Product Team Leaders

By Brandon W. Jones on March 21, 2010 3

Strategies of Effective New Product Team Leaders

There are many important factors that must be followed by product team leaders for the team to be successful. One important factor is that the system be set up so leaders and team members work together. In addition, for the team to be successful it is essential that the team members be allowed to make decisions for their specific responsibilities.

Strategies of Effective New Product Team Leaders

Product Team Leaders

I have been involved in many different team projects in school as well as in the work force and there is a significant difference in the outcome of the project depending on the role of the leader. There are two types of leaders that I have seem and worked with: the leaders that stand back and tell others what to do while not getting involved themselves and the leaders that jump in and get just as involved as the team members.

The leaders that get involved know exactly what the team members are going through and they are a strong support to the team. The uninvolved leaders are less able to gain the respect and love of the team members. The team members also begin to have the feeling of us versus them with management.

Successful Teams

The other important factor to having a successful team that I want to highlight is that team members must be allowed to make decisions over their responsibilities. In a system where team members always have to request permission to make a decision, the team members don’t feel as much confidence in themselves or their work. They also are not as diligent in coming to the best conclusion they can because they feel their leader will either override their decision or take the decision and modify it. Either approach is detrimental to the overall production of the company.

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Sins of Commission

By Brandon W. Jones on March 7, 2010 0

Sins of Commission

From the case study Sins of Commission, it is very evident that the correct compensation system is extremely important to the success of an organization. The case reviewed several instances where the compensation packages in use were set up to put a quick fix in place for a failed system.

Sins of Commission

Sins of Commission

The compensation system is extremely important because it is one of the main drivers for obtaining and keeping qualified employees. It cannot be the sole source of satisfaction for the employees, but it must function properly to serve the benefit of the system as a whole.

The compensation system will train the employees what is valued by the company. When a company drives for customer satisfaction, but compensates based on the number of sales of the individual employee, the employee will do whatever he or she can to obtain the sale.

He or she will not be encouraged to spend time with the customers that are just browsing. On the other hand, in order for the company to obtain customer satisfaction, they must create a system that values customer satisfaction. The system must reward the employees based on the customer satisfaction ratings.

Teamwork Systems

The companies must also set up a system that promotes teamwork within the organization. In the systems where the employees are rewarded based on their individual efforts and not as a team, the group loses unity and becomes several individuals with their own interests at stake.

In order for a company to reach its maximum level of success, all the individuals must work as a team. This must be promoted by team awards rather than individual awards.

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Compensation and Performance Review at Arrow Electronics

By Brandon W. Jones on March 7, 2010 0

Compensation and Performance Review at Arrow Electronics

In the case study, “Compensation and Performance Review at Arrow Electronics,” the performance review and compensation systems at Arrow Electronics were broken. There are two specific aspects of the system that are broken: the employees are rated on a bell curve type system for their evaluations and the compensation system for the sales force isn’t competitive for the market.

Compensation and Performance Review at Arrow Electronics

Performance Review System

First, the CEO, Steve Kaufman, has required that the employees are rated on a bell curve type system for their evaluations. Since the evaluation system is set up as a bell curve, the supervisors and managers must always be comparing their employees against each other. Once the employees realize that they are being compared against each other, they will stop working as a team and begin competing against each other rather than viewing the group as a team that works together. [Read more…] about Compensation and Performance Review at Arrow Electronics

Get Rid of the Performance Review

By Brandon W. Jones on March 2, 2010 0

The main point in the article was that performance reviews are a waste of time and don’t promote progress within an organization. I agree with some of his points but disagree with others.

Get Rid of the Performance Review

Downfalls of the Performance Review

It is true that a performance review is completely ineffective when the boss doesn’t give the employee any specific targets/goals for performance. When the boss just does a performance review on abstract principles and not on concrete metrics, it is an ineffective performance review.

On the other hand, when an employee has a very specific job description with very specific tasks, such as a factory worker, a performance review can be very effective. When the employee has a set of responsibilities that are clearly outlined, it is very easy to do a performance evaluation. Either the employee completed their work or they didn’t and there isn’t much room for interpretation. For an evaluation system to be very effective, the metrics need to be very specific for both the evaluator and the person being evaluated.

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SAS Institute

By Brandon W. Jones on March 1, 2010 0

SAS Institute is a good example of how to run an organization effectively and smoothly. They were quite different from their competitors in several ways. They were very different in the way that they did their outsourcing, recruiting, compensation, and benefits. They set up a system helped the employees to work effectively and efficiently. The system wasn’t too stringent on the employees. It gave them freedom to set their own schedules.

SAS Institute

SAS Institute

SAS Institute did very little outsourcing which helped to provide more opportunities for new employees within the company. By avoiding outsourcing, they were able to retain more control over every aspect of the work that they did. Temporarily it is fine to avoid outsourcing, but in the long run it becomes very expensive to do all processes in house. They could also run into problems with entering markets that are unrelated to their core processes. [Read more…] about SAS Institute

Dissension in the Ranks at Nordstrom

By Brandon W. Jones on February 28, 2010 0

The system at Nordstrom was a failed system. It did not reward the employees based on the hours that the employees put in. There are three areas that the company went wrong.

Three Downfalls of Nordstrom’s Approach

First, it didn’t let the employees know upfront what kind of hours they would be expected to work. Second, it had an overly strong competition between the sales associates within the stores. And third, their pay structure was broken. All three of the above points illustrate that the system was broken.

Dissension in the Ranks at Nordstrom

1. Nordstrom’s Compensation System

As the first point indicates, Nordstrom would hire people under a specific set of duties and responsibilities and expect a completely different set. The managers wouldn’t explain how the compensation system was going to be set up based on the sales per hour structure. Once the employee was hired on, they would then expect them to work extra hours without pay or they would give them bad reviews as not being a team player. [Read more…] about Dissension in the Ranks at Nordstrom

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