462 Pages
by
Routledge
462 Pages
by
Routledge
464 Pages
by
Routledge
Also available as eBook on:
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... Read more
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
Conclusion
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
Conclusion
Biography
Linda Holbeche
