Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation, flexibility and customer-responsiveness. If organizations wish to be able to compete successfully in the global marketplace, they need to develop innovative products and services quickly and cost-effectively.
The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent.
This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.
Table of Contents
Part One - BUILDING DYNAMIC STABILITY
Section 1 - The High Performance Organisation
Ch1: Towards the High Performance Organisation
Ch2: Buliding Culture
Ch3: Can culture be deliberately changed?
Ch4: Analysing Cultures
Ch5: Designing the High Performance Organisation
Section 2 - Creating Dynamic Stability
Ch6: Creating a 'change-able' organisation
Ch7: Creating a knowledge-rich context for innovation
Section 3 - The Boundaryless Organisation
Ch8: Working accross Boundaries
Ch9: Crossing boundaries of time and place
Section 4 - High Performance Management Practices
Ch10: Stimulating People to Sustainable Levels of High performance
Ch11: Performance Management
Ch12: The Role of HR in building culture
Part two - BUILDING POSITIVE PSYCHOLOGICAL CONTRACTS
Ch13: Becoming a Great Place to Work
Ch14: Careers and work/life balance
Ch15: Key Skills to Survive and Thrive in Changing Organisations
Ch16: Becoming a values-based organisation
Ch17: Leading for Sustainable High Performance