Coffee Planet LLC: Achieving High Performance
Introduction
Coffee Planet LLC is based in the city of Dubai in the UAE. The company was established in the year 2004 and has been dominant in the UAE coffee brewing sector. The company has a very dynamic culture, riddled with rituals, symbols, and proactive organizational behavior. Coffee Planet LLC has endeavored to remain competitive through the non-competitive strategy of provocative organization behavior control and strategic negotiation to survive and control a sizable share of the coffee brewing sector in Dubai.
The company has sustainable organization performance following the integration of different performance management systems. Thus, this reflective treatise attempts to explicitly review the poor performance at the company and strategies that the management adopted to improve on employee and general organizational output. Also, the treatise presents recommendations that the company can adopt to improve the current effective organization performance further.
Situational Context within the Organization and Competitive Environment
The Era of Underperformance
Before introducing employee evaluation and training strategies at Coffee Planet LLC, the human resource management department did not have policies that reinforce training and development among the employees. In many jurisdictions, the company did not consider it mandatory to have an institution’s independent training and development management function. Unfortunately, there were scenarios where the human resource management department was inefficient and, therefore, failed to take up key control issues in time (Bolman & Deal, 2013).
There was no proper schedule for periodic and continuous employee training and development, which has a quantifiable module for tracking the feedback and level of engagement among the employees (Sylvia & Kowalczyk, 2008). As a result, it was almost impossible to monitor each employee’s performance against the set targets. Besides, the lack of training and development was attributed to low employee morale and redundancy at the organization.
The Era of Effective Organization Performance
Following a change in management strategy in the year 2009, Coffee Planet LLC’s new management team introduced different strategies to guarantee effective organization performance. The new strategy proposed a holistic approach to the creation of an effective performance culture within the company. The key elements of the proposed strategy were continuous employee training and performance feedback tracking. After the implementation of the strategy, Coffee Planet LLC becomes very effective in terms of employee output and motivation. At present, as part of the performing culture, the marketing team is constantly trained on the latest marketing models to ensure that they give their best in online and offline marketing of the company’s products (Griffin & Moorhead, 2013).
The HRM team has specialized training on efficient performance among the employees to minimize redundancy. Quality planning of work specialization is an important policy at Coffee Planet LLC. It aims to promote long-term success in business objectives since it focuses on enhancing the effective exploitation of human resources. As a result, the company has been able to penetrate the traditional Dubai coffee brewing market without much resistance due to the existence of a functional and proactive team that has created an ideal performing culture. This performing culture has created a healthy work environment, and personal growth perspectives that apply to all situations since all the vital controls organs of the company are centralized (Flamholtz & Randle, 2011).
Through centralized and properly designed training procedures, talent promotion, and motivation, productive behavior internalization has presented the best alternative ways of solving problems in role execution. Since the Coffee Planet LLC employees have taken a positive attitude to embrace change and create an environment that motivates change, quantifiable positive performance change has become a reality in the organization.
Coffee Planet LLC has identified that the key driver of productivity is employees’ morale. It is revealed that engaged and productive workers are more likely to be creative and interested in their work commitments. Satisfied workers are more eager to create positive results in their work. This element has been embedded in the company’s unity of purpose symbol designed to create a culture of efficiency and support among the employees (Cavusgil, Knight, & Riesenberger, 2013). Coffee Planet LLC has demonstrated that there exists a complex network behind its formal organizational chart.
The teamwork-based organization structure identifies the hierarchy of the organization structure to understand the complex network. Besides, it provides myriad illustrations of the persuasive importance of problem definition within communication contemporary context (Appelbaum et al. 2009). Also, the strategies of investigation, ramification, and elements of the problem definition are addressed in its chain of command.
The company’s corporate culture has been proactive in promoting transformational leadership and constant staff motivation. The company’s organizational structure is characterized by servant leadership. Reflectively, servant leadership is characterized by the ability to demonstrate authenticity, value people, develop people, build community, provide leadership, and share leadership with a team or a unit in an organization (Bolman & Deal, 2013).
For instance, the branches in Dubai have sales team managers who are servant leaders since their role is to proactively provide direction while participating alongside the team in critical decisions. As a result, the company has experienced rapid expansion. Specifically, a business cannot survive without the customer who must be made to feel part of the business endeavors to win the aspects of brand loyalty, acceptability, and support (Flamholtz & Randle, 2011).
Moreover, the Coffee Planet LLC organization exhibits flexibility in its organizational structure that enables jobs to be redesigned thus, facilitating work-based innovations in performing within the organization symbol (Bolman & Deal, 2013). The ordinary employees are grouped into team cells consisting of four employees within the same area of specialization. Thus, whenever there is a need to communicate an issue to the chairperson, the team cells will pass the information to the supervisors. The hierarchal procedure will be repeated until the chairperson gets the information. For the self-motivated people, this approach allows them to do much more spectacular things as a team and not as human machines.
Recommendations
Despite the high-quality performance at Coffee Planet LLC, there is a need to create a more dynamic performance culture to ensure that all aspects of organizational effectiveness are well balanced. To achieve this, Coffee Planet LLC should adopt the appreciative inquiry 4-d cycle analysis to improve employee performance in the dynamic work environment (Bolman & Deal, 2013). The four phases of change management process according to the appreciative inquiry4-D cycle analysis are discover, dream, design, and destiny.
Discover
The organization will have a stable employee engagement strategy that involves continuous training and proactive performance.
Dream
The organization’s current team charter will recognize talent and outstanding performance through rewards and promotions. The reward and promotion will be enshrined in the current organizational quality principle charter.
Design
The team priorities will be designed and implemented continuously for six months of operations. The key strategies in the team priority alignment will include strategic performance and proactive logistics execution to ensure organizational sustainability.
Delivery
There will be a set down deliverables that are measured against the expected performance level for all personnel. This is measured within the 360-degree feedback channel as a prerequisite for optimal performance. The organization and employees’ achievements will be benchmarked within the general performance charter against previously recorded output.
As indicated in the results of the appreciative inquiry4-D cycle analysis, the strategic performance improvement proposed at the Coffee Planet LLC will integrate the 360-degree feedback against performance benchmarks to ensure that organizational performance and employee performance are congruent to the goals of the organization (Flamholtz & Randle, 2011).
Conclusion
In summary, effective organization training is an important aspect of human resource management since it determines the level of employee performance. Training programs are instrumental in improving the skills of employees to boost an organization’s general productivity, as was established in the case of Coffee Planet LLC. Since quality improvement and control refer to business activities focused on fulfilling the satisfying expectation of consumers, benchmarking initiatives proposed in the form of the appreciative inquiry4-D cycle analysis will facilitate the achievement of a complete interaction module between the Coffee Planet LLC. Implementation of the recommendation will create a specialized insight into business experience and professionalism at Coffee Planet LLC.
References
Appelbaum, S., Bartolomucci, N., Beaumier, E., & Boulanger, J. (2009). Organizational citizenship behavior: A case study of culture, leadership and trust. Management Decision, 42(1/2), 13-43. Web.
Bolman, L., & Deal, T. (2013). Reframing organizations: artistry, choice, and leadership. New York, NY: John Wiley & Sons. Web.
Cavusgil, S., Knight, G., & Riesenberger, J. (2013). A framework of international business. New York, NY: Prentice Hall. Web.
Flamholtz, E., & Randle, Y. (2011). Corporate culture: The ultimate strategic asset. Stanford, UK: Stanford business Books. Web.
Griffin, R., & Moorhead, G. (2013). Organizational behavior: Managing people an organizations. New York, NY: Cengage Learning. Web.
Sylvia, F., & Kowalczyk, S. (2008). Creating competitive advantage through intangible assets: The direct and indirect effects of corporate culture and reputation. Advances in competitiveness research, 16(2), 34-38. Web.