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High Performing Organizations

High Performing Organizations. MGMT 500 Team 1 5/28/2003. Readings. The Manager’s Bookshelf “Peak Performance: Aligning the Hearts and Minds of your Employees” by Jon R. Katzenbach “The Tipping Point” by Malcolm Gladwell

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High Performing Organizations

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  1. High Performing Organizations MGMT 500 Team 1 5/28/2003

  2. Readings • The Manager’s Bookshelf • “Peak Performance: Aligning the Hearts and Minds of your Employees” by Jon R. Katzenbach • “The Tipping Point” by Malcolm Gladwell • “Organizing for the Future” by Jay R. Galbraith and Edward E. Lawler III & Associates • “Developing Management Skills” by David A. Whetten and Kim S. Cameron • “Essentials of Organizational Behavior” by Stephen P. Robbins • “Hidden Value” by Charles A. O’Reilly and Jeffery Pfeffer Team 1

  3. “Peak Performance: Aligning the Hearts and Minds of your Employees” • Harness & maximize emotional energy • Balanced Path Concept:Management commitment to achieving a balance between enterprise performance and individual worker fulfillment • Pick a Path (Tactic) • Missions, Values, and Pride • Process & Metrics • Entrepreneurial Spirit • Individual Achievement • Recognition & Celebration Team 1

  4. “The Tipping Point” • How do fads get started? • Contagious behavior • The Three Rules • The Law of the Few • The Stickiness Factor • The Power of Context • With a slight push in just the right spot … • Reaffirmation of the potential for change & the power of intelligent action Team 1

  5. “Organizing for the Future” • Business environment is becoming increasingly more complex and unpredictable • Fierce competition often shortens the lifespan of traditional competitive advantages • Ability of a company to organize effectively and manage change will form the basis for achieving longer-term advantage • High-Involvement Organizations • Access to information • Opportunity to influence decision making • Rewards • Knowledge Team 1

  6. “Developing Management Skills” Attributes of High-Performing Teams • Performance outcomes • Specific, shared purpose & vision • Mutual, internal accountability • Blurring of formal distinctions • Coordinated, shared work roles • Inefficiency leading to efficiency • Extraordinarily high quality • Creative continuous improvement • High credibility & trust • Clarity of core competence Team 1

  7. “Essentials of Organizational Behavior” • An organization’s internal structure contributes to employee attitudes & behavior • HR policies influence performance • Employee selection • Training • Performance appraisal • Strong culture: core values are intense & shared • Management of organizational change Team 1

  8. “Hidden Value” • Fully use the talent and unlock the motivation of the people already in the organization • Success isn’t from “winning the war” for talent • Common themes identified: • Clear set of values • Values are widely shared • Values form the foundation of management practices • All senior managers are leaders • Primary role is to ensure that the values are maintained and constantly made real to all of the people in the organization • Not just CEO & founders Team 1

  9. Open Discussion • Other important characteristics? • Caveats? • Examples, good or bad? Team 1

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