Mike Dearing the Vice president of Sky AV and Pro Edge Technology. Mr. Dearing is responsible for a couple different things at both of his companies. The two of the most important include; motivating the staff, setting objectives, recognizing achievements and establishing incentives such as bonuses, and overseeing the job performance of department heads and upper management within the company. Mr. Dearing, with only a high school diploma as his educational background, was able to get a job in IT at UPS Freight and worked alongside Jared Roper, together they managed 263 locations and two call centers. They worked at UPS Freight until 2007, when they decided to start Pro Edge Technology, a telecommunications company. With Jared’s previous experience
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Dearing proceeded to show me a performance appraisal that his company uses. These appraisals are conducted every 4 months and are handled by the manager or team leader of the employee. This is one of the places where the organizational chart comes into play. Depending who your manager or team leader is, that’s who will be conducting the performance appraisal. Mr. Dearing went on to say that these tend to be useless because guys do not take them seriously. They’ll conduct them while they’re on their lunch hour. Mr. Dearing hoped that they would take these more seriously, being that they use these to see if there any issues with employees’ or managers’. As I reviewed the form, I noticed that it did have a goal section, there are two types of goals, a performance goal targets a specific end result, and a learning goal involves enhancing your knowledge or skill (Kinicki, p. 187). However, Mr. Dearing was more focused on the Rating portion than the goal section. This is an issue for the reason that without proper goals, there is no way for an employee to possibly advance in the company. Additionally, the feedback from the rating section could completely bias and useless in the end. This why Mr. Dearing should apply a 360 feedback program, In 360-degree feedback individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers. Even …show more content…
Mr. Dearing is the Vice president of the both Sky AV and Pro Edge Technology. He reports the owner of the companies Jared Roper. Mr. Dearing has two lead managers, one for each company. Cole Sheaperd is the lead manager at Sky AV and Bennett Gilman, who is the lead manager of Pro Edge Technology. To describe the type of organization Mr. Dearing runs we first have to define it. Organizational design is defined as “the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures” (Kinicki, p. 526). Mr. Dearing’s runs a traditional designed organization. Traditional Designed organizations by definition, tend to have functional, divisional, and/or matrix structures. Each of these structures relies on a vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships (Kinicki, p. 527). Both Sky AV and Pro Edge Technologies, are structured in a divisional form being that these companies both focus mostly on its customers and products. In a divisional structure, employees are segregated into organized groups based on similar products or services, customers or clients. (Kinicki, p. 528). Mr. Dearing has the flexibility to make decisions that affect several functions in order to serve customer needs and
Dearing proceeded to show me a performance appraisal that his company uses. These appraisals are conducted every 4 months and are handled by the manager or team leader of the employee. This is one of the places where the organizational chart comes into play. Depending who your manager or team leader is, that’s who will be conducting the performance appraisal. Mr. Dearing went on to say that these tend to be useless because guys do not take them seriously. They’ll conduct them while they’re on their lunch hour. Mr. Dearing hoped that they would take these more seriously, being that they use these to see if there any issues with employees’ or managers’. As I reviewed the form, I noticed that it did have a goal section, there are two types of goals, a performance goal targets a specific end result, and a learning goal involves enhancing your knowledge or skill (Kinicki, p. 187). However, Mr. Dearing was more focused on the Rating portion than the goal section. This is an issue for the reason that without proper goals, there is no way for an employee to possibly advance in the company. Additionally, the feedback from the rating section could completely bias and useless in the end. This why Mr. Dearing should apply a 360 feedback program, In 360-degree feedback individuals compare perceptions of their own performance with behaviorally specific (and usually anonymous) performance information from their manager, subordinates, and peers. Even …show more content…
Mr. Dearing is the Vice president of the both Sky AV and Pro Edge Technology. He reports the owner of the companies Jared Roper. Mr. Dearing has two lead managers, one for each company. Cole Sheaperd is the lead manager at Sky AV and Bennett Gilman, who is the lead manager of Pro Edge Technology. To describe the type of organization Mr. Dearing runs we first have to define it. Organizational design is defined as “the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures” (Kinicki, p. 526). Mr. Dearing’s runs a traditional designed organization. Traditional Designed organizations by definition, tend to have functional, divisional, and/or matrix structures. Each of these structures relies on a vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships (Kinicki, p. 527). Both Sky AV and Pro Edge Technologies, are structured in a divisional form being that these companies both focus mostly on its customers and products. In a divisional structure, employees are segregated into organized groups based on similar products or services, customers or clients. (Kinicki, p. 528). Mr. Dearing has the flexibility to make decisions that affect several functions in order to serve customer needs and