Gridlock

1. Christopher S. Minke Ching
Business Management
Day-to-Day Performance Management
Please read completedirectionsthat accompany thistemplate
before answering questions.The instructionscontain an exampleof
how to answer the questions. When you begin typing,placeyour
cursor in front of the yellow star to highlight answers.
Please view the videoembedded with this assignment.
Business/Employee Information
1. What is the name of your company? (Remember the company is a small start-
up.)
*The Gridlock.
2. How do you make money? (ex: what product or service are you selling?) (Limit
how you make money to one or two items. Please do not choose concert
tours.)
*The company makes money by hosting events and selling beverages.
3. What is the title of the employee you will be hiring? (This should be a position
youknow something aboutand only oneindividual, noassistants, managers,
co-owners, or attorneys.)
*Media marketer.
Chapter 1
PEOPLE MANAGEMENT-THE FOUNDATIONS OF SUCCESS
1. Chapter 1 suggests 3 ways to earn employee trust and respect; lead with
integrity, demonstrate humility, and be authentic. What must a manager do
to adopt an authentic approach?
*By being upfront and transparent. By letting people get to know me. By striving to be
the best possible version of yourself, not someone else.
How will you be authentic with your specific, future employee?
*I will be upfront and transparent with my media marketer by communicating
anything and everything from the interview process to the moment they are in my

2. team. By letting media marketer know what are the expectations I have about the
project and what they will receive in return it will grant me their trust. I will be
authentic by having sincere conversations with my media marketer about the
importance of promoting the company’s brand, products, and services as well as their
responsibilities like, identifying trends and analyzing metrics.
2. What does chapter 1 say are the 4 most important things you should do
when consulting and collaborating with employees?
*Ask people to contribute ideas about what you should do and how you should go
about it. Test your ideas, whenever possible, by talking to people about what you
are thing and planning. Remember that it doesn’t all have to be down to you, so
allow some decisions to be made by members of your team. Work closely not only
with your team but with your colleagues across the whole business.
What will you do to collaborate and consult with your specific, future
employee?
*I will collaborate with my media marketer to complete tasks in relation to the
business as well as enabling my media marketer the opportunity to contribute to our
decision making. Choosing the right social media and how it should be promoted is key
in getting people at the door.
3. One of the ten golden rules to successful relationships is to be compassionate
and sensitive. According to chapter 1, how can a manager demonstrate
compassion and sensitivity?
* Show you care about the impact of your decisions and actions on other people. This
doesn’t mean don’t act; just care when there are consequences for other people and do
whatever you can reasonably be expected to do to support them through it. Listen and
demonstrate empathy. You don’t have to agree with people or pander to their
emotions, but most people need to know you are at least willing to hear them. Reserve
judgement. Don’t dismiss people’s feelings without first giving those feelings
reasonable consideration. Don’t lose confidence in people just they’ve had an
emotional but very human moment.
What will you do to demonstrate compassion and sensitivity with your
specific, future employee?
*I will request feedback from my media marketer if there is anything that I should be
concern about of how I reacted towards a situation or decision. Also, I will listen to any
questions or concerns my media marketer will have, and I will motivate him/her and
instruct him/her reasonably. I will avoid making any judgmental arguments or
comments as this can escalate a situation.

3. 4. What does it mean to adopt an integrated approach to leadership according
to chapter 1?
* It is an approach characterized by a dedicated focus on achieving optimal outcomes
while also engaging the passion and energy of people.
What will you do to adopt this integrated approach with your specific, future
employee?
*I will earn their trust and respect by letting them where the company stands and
what we strive for. I will assume ownership for any mistakes and/or achievements, and
I expect the same from my future employee. I will lead with example so those who
follow me will grow within the industry and can lead the team to success. Assuring
that we build a strong relationship by seeking advice from others as well as being
helpful in any situation and it’s important that our focus is balance between the results
and the people.
Chapter 2 and 3
VISION AND STRATEGY, AND CULTURE
1. How does chapter 2 define ‘vision?’
*Vision is a picture of your company or team in the future; it’s your inspiration but also
the framework for your strategic planning. It’s taking the right action that leads to
success. Your vision lays out your intended destination, your destination guides your
strategy and your strategy determines action.
Answer the below questions in formulating your company’s vision.
a) Define what your company does. *The Gridlock is all about nightlife
entertainment and host special events on occasion. Gridlock is also open
during the day as a studio for those who seek to refine their craft.
b) Define your organization’s unique twist to what it does. *The Gridlock
presents EDM events with a unique approach and high-class flair
bartending. Gridlock host events for the breakdance scene such
competitions, workshops, practice sessions, etc.
c) Quantify and refine the customer. *Our customers will experience
various signature and well-balanced craft cocktails as well as
spectacular performances from our bartenders and headliners. Our
events differ from all ages to 18+.
d) Add relatable, human, real world aspects. *Gridlock is here for the
community and is open for the public during the day for those who seek
to grow in their skills. Whether it be dance, music, bartending or special
events.
e) Combine all of the above answers to provide a vision statement for
your company. *Gridlock is entertainment center where anyone can

4. elevate their craft or simply enjoy of the nightlife. Its flair will sway you
in with the sounds of electronic music pumping into your ears and with
the quality of guest services, it’ll have guest wanting for the night to
never end. Our vision is to entertain and to give back to the community.
2. What does chapter 2 say are the 6 priorities in creating a strategic plan?
*Priority 1: understand risks and obstacles
Priority 2: choose your strategy
Priority 3: identify resources
Priority 4: decide on your tactics
Priority 5: decide what you will monitor and measure
Priority 6: document your plans well
Using the 6 priorities from chapter 2, describe your company’s strategic plan.
*For the Gridlock, it is required to have a liquor license and finding a good location is
also a priority. Also, it is important that are guest feel welcomed and that are staff is
trained efficiently. I will find experienced staff that are willing to share their
knowledge with the other members, so they learn from the best before the small
opening. I will make my research in terms of bar knowledge and business management
as I will network with several business-related affiliates as well as having the
possibility to talk to John Taffer. If possible, I’m willing to expand my resources with
educational and healthcare benefits for those who are willing to stick with the
company. I would like my staff to be taken care of so they can take care of our guest. I
will monitor the inventory with BevSpot, which is a beverage program that tracks the
bar inventory and advises me to order more of the product. I will also monitor how our
staff react to one another and be mindful of how they react to our guest.
3. What is the purpose of company ‘core values’ from chapter 3?
*The purpose of core values is to communicate the attitudes, beliefs and behaviors
considered most important to the success of your business. They provide a powerful
reference point for what is desirable, beneficial, important and ultimately accepted.
Identify at least 2 core values important to your company?
*The most important core values for my company is passion and trust.
4. According to chapter 3, what is the definition of culture?
*It can be described as the way things are typically done or as the personality of the
organization. The culture of a business is not about the way things should be in theory
but about the way they are in practice.

5. What is the design of your company’s culture? Include at least 3 aspects.
*Learning Opportunities
Trust/Integrity
Employee Engagement
Chapter 4
RECRUITMENT
1. From chapter 4, what are 4 areas of capabilities you should consider when
determining who will be the best person for the job?
*Knowledge and skills
Experience
Qualifications
Values and behaviors
Describe 4 areas of capabilities you will require of your specific, future
employee?
*What I require for my future employee is to be knowledgeable of their craft and if the
person is inexperience, that they are trainable so they can grow in our company. There
behavior must be outgoing, confident and trustworthy. In terms of qualifications, I
expect them to at least have a High School Diploma or GED. For the media marketer
position, a bachelor’s degree is required with at least one year of experience in the
field.
2. What does chapter 4 say is the ‘buy and sell’ equation during recruitment?
*Recruitment is a two-way street; not only are you looking for the best candidate, but
they are looking for the best job and employer.
What do you have to sell your specific, future employee so they will want to
work for your company?
*Our company offers medical and educational benefits as well as compensation for the
work provided. We also give bonus incentives, perks, local discounts, base and salary
pay. We look in the best way to accommodate your needs with reasonable
expectations.

6. 3. According to chapter 4, what are the 5 most important things you should do
to assess a candidate’s cultural fit?
*Identify the values and behaviors you want to assess and ask questions that expose
the candidate’s alignment with each. Read between the lines and observe attitude
when reading application documents, conducting interviews or completing reference
checks. Assess the candidate’s priorities, philosophies, beliefs, prejudices and
motivations. Consider the likely impact each will have on their approach to doing their
job and dealing with others. Observe how they engage with you and other people
before, during and after interviews and other face-to-face interactions.
Notice shifts in behavior or expressions of attitude towards individuals and groups.
Provide at least 1 question you will ask your candidates to access cultural fit?
*What does your perfect workday look like?
4. What does chapter 4 say are the 5 things you should look for to assess a
candidate’s competence?
 *The ability to apply their capabilities consistently within the context of the
role.
 An awareness of the core objectives, responsibilities, challenges and
complexities of the role.
 The levels of knowledge, skill and experience needed to perform at the standard
expected.
 The ability to plan and integrate a number of different tasks to achieve an
outcome. The ability to respond to irregularities, breakdowns and other
unanticipated events.
 The capacity to deal with the responsibilities and expectations of the work
environment, including working with others.
What is 1 question you will ask your candidates to assess competence?
*Describe a situation when you held responsibility for completion of a task.
Chapter 5
COMMUNICATION
1. Chapter 5 discusses keeping your employees informed and consulted. Why is
communicating the right information or insights important to employees?
*How much people feel they are informed and consulted can significantly influence the
degree to which they feel trusted or respected. The most important thing to do is
ensure you balance the truth with equal measures of hope, optimism and sensitivity

7. What 2 things will you communicate to your newly hired employee in order
to inform and consult with them?
*I’ll inform him/her about what I expect from his/her position as well as his salary,
benefits, pay raises and rewards that he/she may obtain throughout his/her
performance. I’ll consult with him/her that this what we do for events is in fact a
weekly and that he/she should be on their toes to achieve success in the industry.
2. According to chapter 5, what is employee ‘buy-in?’
*When people ‘buy-in’, they sign up for the mission because they believe in both the
vision and the team’s ability to get there. With their buy-in, you are able to tap into
their discretionary effort and passionate desire to succeed. Buy-in simply means
earning support for the things you want to do and achieve. Having given their support,
your team will more willingly invest time and energy and strive to make it happen.
Earning buy-in means influencing the decisions people make about the extent to which
they will commit and bring their best effort.
What will you say to your newly hired employee to get them to ‘buy-in’ to
your company vision? Be sure to state your vision first.
*The Gridlock provides favorable benefits which include, salary increases, bonus
incentives, educational services and programs, retirement and healthcare. In return,
all I ask is to follow procedures, perform at the best of your ability and go the extra
mile. The Gridlock is an equal opportunity employer and our goal is remain on the grid
in the best way possible.
3. What are 4 key priorities for approaching communication well?
*Priority 1: successful behavior.
Priority 2: know when enough is enough.
Priority 3: tell, ask and listen.
Priority 4: question and challenge
How will you apply each of these priorities when communicating with your
newly hired employee?
By using the right tone of voice and lead by example. I’ll provide them with my
knowledge, delegate the tasks and listen to their feedback. I’ll then evaluate their
thoughts and ask them how this will benefit the company see if they can share their
knowledge with results. We will continue to develop a strategy until we reach to a
conclusion that benefits the company and everyone in it.

8. Chapter 6
MANAGING PERFORMANCE
1. How does chapter 6 define performance objectives?
*Performance objectives describe broad categories under which more specific outcomes
are defined. They identify essential areas of achievement that enable overall success in a
role. When establishing performance objectives and associated KPIs, a useful guide is
the approach described by the acronym SMART.
S — specific, stretch, significant.
M — measurable, meaningful.
A — agreed, achievable, attainable, action-oriented.
R — realistic, relevant, reasonable, rewarding, results-oriented.
T — time-based, timely, tangible, trackable.
What 2 performance objectives will you set for your specific, new employee?
*All events must be advertised professionally and creatively. It must bring meaning to
the customer that he/she would like to come to Gridlock. Be realistic and compliant
with customers and staff.
2. How does the eBook explain tasks?
*
 Set clear performance expectations and provide ongoing constructive feedback.
 Provide team members with ongoing and development.
 Encourage and reward efforts that achieve strong results and are aligned with
our values.
 Proactively celebrate team successes and provide feedback for a job well done.
 Proactively and honestly communicate with team members regarding
performance and/or cultural alignment issues.
What 2 tasks are necessary for your new employee to achieve their
performance objectives?
*1. Providing team members with ongoing and development.
2. Set clear performance expectations and provide ongoing constructive feedback.
3. According to chapter 6, what are key performance indicators (KPI)?
* KPI help you to understand how well people are performing in relation to these
objectives; they are the measurable factors that enable you to define the success of a
particular task or activity.

9. What 2 key performance indicators will you require of your new employee so
you will know when they have achieved their performance objectives? (Be
sure to express them as a percent)
*More than 80 percent of our events should be marketed online.
More than 90 satisfaction on sales.
4. What does enable performance mean according to the eBook?
*To manage performance well you need to interact with your team every day and
provide them with the direction, advice and guidance they need to succeed. You must
challenge their thinking, influence their understanding, encourage them to reflect, and
ultimately help them to learn and grow on the job.
In order for your new employee to achieve their performance objectives,
what 3 things will you provide to enable them.
*Bonus Incentives.
Educational programs.
24/7 Consultation.
5. From chapter 6, what are the 5 most important things you need to do to
provide feedback that make a tangible difference to performance?
*Priority 1: be specific and descriptive.
Priority 2: pick your time and place.
Priority 3: be constructive
Priority 4: tailor to the individual
Priority 5: be consistent
Assume your new employee has been with your company for over 6 months.
Also, this individual is exceeding their key performance indicators. Using the
above ‘most important things’ state what you would say to give your
employee positive feedback and what would be the setting.
*Thank you for getting 100 percent on sales satisfaction rating. I have been seeing
work harder and harder every day since you the beginning of your journey her at
Gridlock. However, please work on pushing the online marketing rating because you
are only 5 percent away from reaching the goal before the weekend and I know you
are more than capable to do it. Try a different market group or a different media
forum in order to achieve the goal. If we focus on the target, we’ll be able to hit a bonus
in the end of the month. I’ll be checking up on you tomorrow for more results.

10. Chapter 7 and 8
LEARNING AND DEVELOPMENT, AND REWARD AND RECOGNITION
1. Chapter 7 discusses creating a development plan for your employee. The first
step is to determine development objectives. What is a development
objective according to the eBook?
*A plan that is well thought out and designed can help your staff grow in their current
roles and develop capabilities that will allow them to fulfil their career aspirations
over time. Typically, the best development plans involve a blend of strategies that
collectively influence individual growth.
State 1 of your employee’s performance objectives from chapter 6, question
1.
T — time-based, timely, tangible, trackable.
To ensure your employee will be able to continue to achieve their
performance objective into the future, what 1 development objective will be
necessary? (Consider skills and knowledge needed)
*I consider having time management skills because this will ease stress by tackling the
job as much as you can every day so it can be a success for the employee and the
company. The knowledge comes from ones will, if you are not willing to sacrifice a
little bit of time of the day, you will stress to finish at the end of the week. Here is a list
of essential and effective time management skills:
Prioritizing.
Decision-making.
Multi-tasking.
Goal setting.
Record Keeping.
Organization and filing.
Meeting deadlines.
Stress management and coping.
Self-awareness.
For more information, here is a reference of Time Management Skills written
11/09/2019 by Michael Tomaszewski, Certified Professional Resume Writer
https://zety.com/blog/time-management-skills.

11. 2. What 3 learning methods are identified in chapter 7?
*
 Facilitated learning
 Experiential learning
 Self-learning
Detail how these learning methods will help your employee accomplish their
development objective?
*By utilizing these learning methods, the employee will develop more knowledge while
working on the field and this will allow him/her to work among peers and myself.
He/she will use their knowledge and will be provided with feedback so they can
improve their work.
3. According to chapter 8, what are 5 key elements of performance that should
be considered for rewarding or recognizing employees.
*
•Achievement of challenging objectives.
•Superior standards of achievement.
•Reaching milestone targets.
•Supporting roles played to enable the success of other team members.
•Business and team performance.
What actual performance did you decide to reward or recognize for your
employee and which of the 5 key elements does their performance reflect?
(This should also relate to your answers about key performance
indicators and feedback. Chapter 6, questions 3 and 5.)
*Reaching milestone targets.
4. From chapter 8, what 6 aspects of behavior should be considered for reward
and recognition?
*
• Alignment with the organization’s core values.
• Integrity and generosity of spirit.
• A collaborative and respectful approach.
• A positive influence on the spirit of the team
• Discretionary effort brought to the role and the business
• Commitment demonstrated by effort and time invested.

12. What employee behavior did you recognize and which of the 6 aspects of
behavior do their actions reflect?
(This should also relate to your answers about culture and core values.
Chapter 3, questions 3 and 4.)
• The employee’s behavior recognized is to have a collaborative and respectful
approach as well demonstrating integrity, commitment and effort into the
company.