Essay Sample on Dr. Marsh's Culture of Employee Engagement & Performance Management

Various academic and practitioner aspects are applicable to Dr. Marsh scenario in which he within his organization built a culture of employee engagement and one that was conducive for optimal performance management. The first aspect entails teamwork. Dr. Marsh revealed that he established a small group of divisional directors that would be reporting to him. Each of these divisional directors were in charge of a subunit of his structure and with specific and differentiated customer value propositions (Moldovan, & Macarie, 2014). This was an aspect of teamwork in the sense that Dr. Marsh and the divisional directors were focused on shared goals. They worked together on interdependent tasks to achieve the desired outcomes.

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The second aspect entails team climate. Dr. Marsh created a team climate by handling virtual challenges and effectively using strategies for managing cross-cultural communication issues and using communication technologies to bridge the distance. Coordination, communication, and sharing of information led to the effectiveness. Ultimately, Dr. Marsh succeeded in defeating disconnectedness, lack of cohesiveness, and limited identification among the members of the virtual teams (Chatman, 2014). The final aspect is communication and trust. Dr. Marsh succeeded in using effective communication media in distanced contexts, which fostered trust. The outcomes was that virtual team members that never knew each other developed trust and worked effectively with colleagues they had not met in person.

In trying to form a strategy to change the organizational culture of the organization that Dr. Marsh is affiliated to, I would adopt seminal works of various authors. The major seminal work that I would adopt is Wilson's 2014 article entitled Diversity, Culture and the Glass Ceiling. The work touches on an important that remains a hot issue, a center of attention, and a challenge in the context of organizational culture change, diversity. In developing a strategy for Dr. Marsh's organization, the work would be useful in directing how to deal with diverse people representing all walks of life (Wilson 2014). Ideally, the organization's employees that work remotely are characterized by diverse elements including racial and ethnical backgrounds, beliefs, customs, religions, geographical locations, language, politics, gender, sexual orientation, economic status, interests, skills, and abilities among others. As such, the work would be useful in providing important insights on how to deal with high-level diversity in pursuit of organizational culture change.

If I were in Dr. Marsh position, one additional strategy that I might have employed to more effectively lead or develop this virtual and globally dispersed team is striking a balance between three critical needs namely process, results, and relationship (Gibson & Cohen, 2003). Process would be about the desires for predictability and influence while results would be about the desire to strive for a goal or accomplish a task. Relationship would be about the need for rapport. By embracing this strategy, my aim would be to keep the members of the virtual and globally dispersed team performing at high levels and acting in ways that meet all the three satisfactions needs: process, results, and relationship (Gibson & Cohen, 2003). Lack of a balance of the three aspects would lead to team performance suffering.

References

Chatman, J. (2014). Culture change at Genentech: Accelerating strategic and financial accomplishments. California Management Review, 56(2), 113-129. doi:10.1525/cmr.2014.56.2.113

Gibson, C. B., & Cohen, S. G. (Eds.). (2003). Virtual teams that work: Creating conditions for virtual team effectiveness. Hoboken, NJ: John Wiley & Sons.

Moldovan, O., & Macarie, F. C. (2014). How to change the informal side? A comparative analysis of organizational culture transformation models. Managerial Challenges of the Contemporary Society, 7(2), 40-45.

Wilson, E. (2014). Diversity, culture and the glass ceiling. Journal of Cultural Diversity, 21(3), 83-89.