Question One

Effective meetings are not only critical to attaining team objectives and positi
ve completion of tasks, but they are also a contemplative general of teamwork. W
hether or not they are conducted in their asynchronously or real-time, by a remo
te conference or in-person, team meetings are significant tools for supervision
of a task and productivity. It is from these reviews that leaders are evaluated
on their performances (Aguinis, 2009). To plan and conduct annual performance r
eview meetings, the team should; arrange meeting logistics, dispense agenda bef
ore the meeting, begin and finish on time, create and analyze ground rules, allo
cate administrative responsibilities, and recapitulate judgments and assign acti
on items. On the issue of underperformance that has become a major problem in Th
e Royal Middlesex, employees who do not perform as per the expectation should be
put on probation. This is a period where the performance of workers is monitore
d under close supervision. This will enable leaders to assess the factors that c
ontribute to their low or poor performance (Noe & Peacock, 2002). During this pe
riod, such employees are put under training. This will motivate them and tell th
em that despite their weaknesses which have resulted to underperformance, they a
re useful for the company, and their improvement is actually a success to the fi
rm. Secondly, it is the role of the leaders to set clear prospects and match pe
rsonnel to the skills required. This will make them work since there is a mark t
hey have to reach. Lastly, leaders should encourage the sense of ownership and m
ake the employee believe that she/he owns the company after being part of it.
Question Two
Enterprises that want to attain a full worth of their workers and foster retenti
on ad loyalty will find learning and development is a winning panorama for all i
nvolved. Learning and development could increase the motivation levels of staff
in several ways. First, it sends an important message to the employees that they
are very useful assets of the firm and not just workers. When companies offer t
raining and learning programs to its workers, it indicates that it values its pe
ople and the impact they make. Such organizations also send a message that they
value the progress (Carlstrm & Ekman, 2012). In the end, attachment, loyalty, and
enthusiasm become the order of the day. For example, through learning and develo
pment, cases of bad press about cleanliness can be reduced since workers will en
sure that the hospital is clean at any given time. Secondly, most workers join c
ertain organizations not just to have jobs but to develop their careers. As such
, by offering learning and development programs, the Royal Middlesex is a sure b
et that staff members will be motivated since their interest shall be catered fo
r adequately. Training assists personnel to understand and know how their role f
its into the company's structure, goals, mission, and achievements (Carlstrm & Ekm
an, 2012). In the end, staffs can become more motivated and enthusiastic about t
heir responsibilities as they apprehend how whatever they do counts to the accom
plishment of the organization. The major rationale of supporting a wider learnin
g and development program is to motivate and add more skills to workers. These t
wo factors contribute to higher performance in an organization that translates t
o more profits, which is the principal aim of any profit-oriented organization.
Question Three
Culture matters a lot for the prosperity of an organization. How a firm does its
duties makes a lot of differences in this competitive market (Speroff et al., 2
010). The culture of the organization is a noteworthy strategic capricious that
policymaking leaders require working efficiently. Change is imperative because i
t challenges the status quo. Asking the question "Why?" leads to modern ideas an
d innovations that directly influence the bottom line of organizational operatio
n. Firms benefit from a change that results in the innovative manner of looking
at the needs of the customer, new methods of conveying customer service, new st
yles of consolidation client interactions, and fresh products that entice new ma
rkets. New staffs coming into an organization are valuable since they can point
to areas of prospect for improvements which could have been overlooked by member
s who has been in the organization for an extended period. The organizational ch
ange will, therefore, eliminate traditional beliefs that promotion is based on t
he hours worked and how well one goes with the manager (Speroff et al., 2010). I
n a right organizational structure, promotion should be based on the performance
. For The Royal Middlesex, change is mandatory for quality services which are th
e principal aim of all health institution since they deal with the most critical
issue; the human health. Top managers are usually able to understand and compre
hend the macro-level requirement for change. They are likely to recognize the e
conomic complications of not changing the way an organization works. Therefore,
it is their role to lead the change within a firm better than anyone else since
they are in a position to determine and evaluate what the institution wants for
its productivity.