MGMT Project Guideline Case Study Example | Topics and Well Written Essays - 1000 words

MGMT Project Guideline - Case Study Example2. Out of the entire daylight an employee spends 8 to 10 hours in the office. By celebrating birthdays, anniversaries a personal touch can be added. Similarly for the purpose of team bonding team outings could be arranged. An idea like family day can be celebrated, where employee is encouraged to get his immediate family member to office. He or she can show around the oeuvre, his or her cabinet or carrell explain the nature of the work done, meet up with the supervisors and meet other members of the team as well. This immediately instills a sense of pride in the employee towards the workplace and the work that is put by him.3. On a strategic level the higher manager can arrange for skip level meetings. As this is a customer service centre it will have a hierarchy of team member, assistant team leader and team leader. The team leader is transfer in the team meeting. Later on the assistant team leader is also asked to leave and then it is o nly the higher management level and the lowly level executive those talk and discuss issues. The outcome of the meeting is followed by the formal communication from the higher management. The team member has a liberty for waiver up to the higher management and demanding for this type of a meeting and leaving his work aside the manager has to cater the request. This will immediately build the trustingness in the employees that their issues are being heard and resolved. Even if the employee doesnt demand for such meeting the managers should carry them as a routine exercise. The CEO additionally can spend one day with one team once in a month on the floor. This will immediately bring trim the barrier between management and his employees.4. Employees trust their immediate line managers far more than the HR department. The line manager will be better able to encourage the right person for the right job within the team to encourage better performance. For performance management rath er than appraisal continuous