Hallowell (2011) explains, “What I mean by peak performance—and what most of us seek in our lives and what managers wish to help their people achieve—is consistent excellence with improvement over time at a specific task or set of tasks.” He further asserts, “Those three factors—excellence, consistency, and ongoing improvement—define peak performance for my purposes.” Managers should always be on the lookout for employees who just don’t “fit in” with the organization’s culture. “You can tell a person is not in the right role if he feels no enthusiasm for what he’s doing, if his mind never lights up, if he never gets excited about his job, if he chronically complains. And, the author continues, “This doesn’t mean he’s a dull person or that the line of work he has chosen is intrinsically dull, just that he’s not assigned to the right task.”
Being assigned the right tasks and then being responsible for those tasks relates to the “division of labor” concept coined by Adam Smith (1776). “The goal is for employees to spend as much time as possible at the intersection of three spheres: what they like to do, what they are most skilled at doing, and what adds value to the project or organization.” For peak performance or enhancing productivity levels, many would argue that specific tasks should be assigned to specific individuals with specific skills. Strategic leaders are known for being able to quickly match skills to tasks.
HR managers need to understand the importance of employees having fun while at work. Many organizations are highly task oriented and forget the importance of being relationship oriented. “One way you can tell if your employees are in alignment with the Cycle of Excellence is to see if they are having fun.” For example, some modern managers see the value of having fun at work or even taking time off from work to just relax and reflect. For example, Bill Gates is famous “for taking seven days off, twice a year, in a secluded cabin where he reads, drinks diet Orange Crush, and thinks.”
The author provides the following recommendation for managers, “Consider having a goofy day of some sort now and then. It must conform to the basic rules and values of your organization’s culture, of course. But make it fun.” By having a goofy day at work or dressing up for certain holidays, employees are able to have some fun, which also relieves stress.
“Effective management limits bad stress as much as possible, while promoting good stress in the form of surmountable challenges.” Effective managers also understand the importance of recognizing employees for their daily contributions. The author continues, “Recognition is so powerful because it answers a fundamental human need, the need to feel valued for what we do. Managers are in a unique position to offer—or withhold—such recognition, and with it, the feeling of being valued.”
According to Hallowell (2011), there are five steps to igniting peak performance in an organization. He calls the steps the Cycle of Excellence:
Step 1—Select: Putting people into the right jobs so that their brains light up.
Step 2—Connect: Overcoming the potent forces that disconnect people in the workplace both from each other and from the mission of the organization, and restoring the force of positive connection, which is the most powerful fuel for peak performance.
Step 3—Play: Play, or imaginative engagement, catalyzes advanced work, and managers can help people tap into this phenomenally productive yet undervalued activity of the mind.
Step 4—Grapple and grow: Managers can create conditions where people want to work hard, and employees making progress at a task that is challenging and important turns ordinary performers into superstars and increases commitment.
Step 5—Shine: Doing well—shining—feels good, so giving recognition and noticing when a person shines is critical, and a culture that helps people shine inevitably becomes a culture of self-perpetuating excellence.
The five steps of the Cycle of Excellence provide a novel approach to maximizing peak performance.
Reference: Hallowell, E.M. (2011). Shine: Using Brain Science to Get the Best from Your People. Boston, MA: Harvard Business Review.
Drawing on the material in the background readings and doing additional research, prepare a magazine article —
Analyzing the five steps of the Cycle of Excellence and discuss the added value of using the Cycle of Excellence.
Critique Hallowell’s Cycle of Excellence and use it as a beginning step to create your own cycle of excellence. Bring in real-world employer examples (by employer name).
Discuss how the cycle of excellence you have developed is the optimum approach for managing human capital.
The magazine article you are writing should be similar to an article you might find in TD: Talent Development (magazine of the Association for Talent Development) or in HRMagazine (magazine for the Society for Human Resource Management, SHRM). Both are found in the Trident Online library.
Bring in at least three other sources to build your article. Cite sources within your paragraphs and include a References list at the end of your article. (Note: Even though practitioner magazine articles at times do not cite sources or have a reference section—for our academic purposes they are needed. See the Student Guide to Writing a High-Quality Academic Paper, for additional information.
The magazine article you prepare should be double spaced and 1100-1200 words (about 250 words per page using 12-point type size (Times New Roman), and one-inch margins.
Include a cover page.
Presentation: This article will consider right off the bat the situation of Lego in connection to both the limitations of the inner and outside condition in the number one spot up to 2004. The article will then go ahead to consider the situation of the Lego assemble from 2005 onwards giving careful consideration to how the organization has responded to adjust its inward assets with a specific end goal to address the issues of the outer condition. The Lego gather up to 2004: In 2004 the Lego amass was under the authority of CEO Kjeld Kirk Kristiansen, the organization confronted an extensive number of issues including posting a misfortune for the time of DKK 1,800m notwithstanding a gathering turnover of DKK 6,295m. Therefore Kristiansen ventured down from the chiromancy and stored a further DKK 800,000 of individual assets into the organization. Regardless of these feature figures the issues confronting the Lego aggregate in 2004 numerous be considered has having a more drawn out history than the single year of such incredible misfortunes and be directed in the two issues in the inside and outside condition. Five Forces Analysis Doorman (2004) diagrams five powers which have an effect upon a business originating from the outside condition and incorporate the accompanying components which will now be thought about separately: Level of contention Energy of purchasers Energy of providers Risk of substitutes Risk of participants Level of contention The general level of contention might be viewed as moderately serious for the Lego aggregate in the keep running up until the finish of 2004. While Lego possesses a solid position in the market for development toys with generally few opponents one must consider that Lego is currently contending in guest market of kids' excitement which ahead of the pack up to 2004 started in incorporate extensive occupants from the gadgets segment, for example, Sega and Nintendo. Energy of purchases The energy of the purchaser on account of Lego might be viewed as moderately high with low exchanging costs between elective toys and even substitute items, for example, computer games and TV. Energy of providers The energy of providers might be viewed as normal, Lego's items overall might be viewed as to a great extent in view of institutionalized information sources, for example, plastics and chemicals. There is the thought that were Lego moves into non-customary zones, for example, sets related with movies or amusements the energy of providers will increment as a key information turns into that of licenses which is a type of protected innovation. Risk of substitutes This might be viewed as the biggest risk to the Lego assemble in the keep running up to the finish of 2004. In spite of the fact that it is hard to characterize what advertise an organization involves (Grant 2008, Porter 2004) to consider the effect of substitution one must view Lego as a supplier of youngsters' excitement. For this situation the risk from substitutes are somewhat high given that customers may substitute between elective customary toys, for example, activity figures or toy autos through to electronic items, for example, computer games and TV. Danger of new participants The danger of new participants into both the littler customary toys showcase and the more extensive youngsters' entrainments market might be viewed as generally low in the keep running up until 2004 to a great extent for comparable reasons. So as to enter these business sectors there is the prerequisite for altogether abnormal amounts of interest in both the type of capital ventures and innovative work costs both of which go about as hindrances to passage and in this manner limit the quantity of new participants (Porter 2004). SWOT investigation A key device in considering the general vital fit is that of a SWOT investigation, a SWOT examination considers both an organization's inner components (Strengths and Weaknesses) and endeavors to considers how these elements fit against the outer components of Opportunities and Threats (Lynch 2008). Qualities Lego's key qualities might be viewed as originating from the two its image acknowledgment and its capacity to utilize inventive innovation without moving far from the organization's center esteems. While there are numerous different rivals in the toy or youngsters' excitement showcase Lego remains the brand of decision in the field of development toys notwithstanding the fall of other long haul verifiable brand, for example, Meccano (V&A 2010) and the ascent of elective substitute items, for example, computer games (BBC News 2004). As the contextual analysis shows in spite of the conventional idea of the Lego offering the organization has a solid relationship with contemporary IT, plan and assembling frameworks which help to make the item both more tough and in addition decreasing assembling costs in this way making the field of innovation as key quality for the business. Shortcomings Lego's key shortcoming in the keep running up to 2004 might be viewed as two crease. Initially the organization has flopped in a key region of the comprehension of promoting as to understanding the necessities of their clients which might be viewed as the point of convergence of the showcasing idea (Brassington and Pettitt 2007). This can be obviously found in the part out of the Explorer go, for this situation the organization outlined an item which neglected to speak to the individuals who were not purchasing Lego items but rather thusly didn't address the issues of the individuals who were purchasing the present Lego items. The second shortcoming of the Lego bunch in the keep running up to the progressions toward the finish of 2004 might be viewed as the absence of capacity to interpret key corporate qualities and advancements into executed systems. Such contemplations are shown by Lego's underlying improvement of such inventive activities, for example, programmable parts for its Technic run as far back as 1986 yet a conflicting inability to respond to assist advancements in assembling procedures, for example, CAM and CAD or item advancements, for example, those related with computer games until some other time. Openings and Threats The openings and dangers to Lego in the keep running up until the point that the finish of 2004 might be viewed as unified connected speaking to a risk or opportunity in view of Lego's response to the component thus they will be viewed as together. The biggest danger to Lego might be viewed as the changing idea of the market in the keep running up until 2004. While Lego has remained the market pioneer in development toys there must be the thought that for an extensive part there has been a decrease in the general market for customary toys has kids have progressively substituted to elective types of entrainments to a great extent in the gadgets area. In spite of the risk to Lego's center item offering in this pattern in the keep running up to 2004 there was likewise a noteworthy open door for Lego to utilize such dangers as chances to create spine of offers as Lego sets related with amusements and movies and additionally the improvement of non-conventional Lego items giving Lego the chance to broaden (Johnson et al 2008). Past to 2004 Lego had officially made a few enhancements into the territories of direct retails with its Lego stores and the opening of its "Lego Land" carnivals, this however spoke to at the time an impressive open door for facilitate improvement. The Lego aggregate 2005 and past: This area will now consider the situation of Lego from 2005 onwards and accordingly will endeavor to consider how Lego has adjusted to the issues featured as confronting the organization in the keep running up to and including 2004. In the main example one ought to consider that toward the beginning of 2005 Lego began with another CEO and before the year's over posted a benefit of DKK 214 a figure which has since ascended in 2008 to DKK 1,352. Structure: In the primary example the structure of the Lego gathering might be viewed as changing fundamentally since 2004. The primary change for the organization's structure might be viewed as starting with the arrangement of another CEO an activity which might be viewed as both an expansive even minded change for any association yet additionally a critical one from an emblematic point of view (Mullins 2009). Such a change has enabled Lego to re-characterize its activities enabling the organization to move into new enhanced markets, for example, the utilization of the Lego mark in connection to PC recreations and the generation of customary sets which are identified with TV and true to life turn offs. Other basic changes identify with the organizations tasks, activities in regions with generally high work costs, for example, Europe and the US have been outsourced to organizations in Singapore and Mexico separately. Moreover the organization's tasks in the Czech Republic while staying under the responsibility for Lego bunch have been put under the everyday administration of the organizations joint wander accomplice Flextronics. These auxiliary changes which include occurred inside Lego's operational capacity have enabled the organization to make critical funds in labor costs. In spite of these favorable circumstances there must likewise be the thought that there are some downsides. In outsourcing generation there is the thought that Lego will lose a portion of the control it had over its tasks already (Slack 2009), this is a key thought for Lego as the accomplishment of the organization and its image has beforehand depended on a high relationship with great quality, something which might be harmed if outsourcing isn't overseen effectively. HR: The organization's HR strategy might be viewed as a genuine trial of the associations more extensive esteems against a background of changing financial conditions. From one perspective the organization's approaches might be viewed as assistance an association which esteems authoritative learning and improvement through the medium of its staff. Such contemplations can be found in the particular sending of such arrangements of consistent change which is a key supporter of the organization's exclusive requirements for item quality. Notwithstanding this following such overwhelming misfortunes in 2004 Lego made huge decreases of staff from 5,604 out of 2004 to a low of 4,199 of every 2007 a figure which has since recouped significantly to 5,388 of every 2008. All things considered the organization might be viewed as showing that while its>GET ANSWER