ABSTRACT
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 |291 pages
Part One: Building Dynamic Stability
section |118 pages
Section 1: The High Performance Organization
chapter |22 pages
Introduction: towards the high performance organization
chapter |23 pages
Building culture
chapter |26 pages
Can culture be deliberately changed?
chapter |17 pages
Analysing cultures
chapter |28 pages
Designing the high performance organization
section |51 pages
Section 2: Creating Dynamic Stability
chapter |26 pages
Creating a ‘change-able' organization
chapter |23 pages
Creating a knowledge-rich context for innovation
section |39 pages
Section 3: The Boundaryless Organization
chapter |17 pages
Working across boundaries
chapter |20 pages
Crossing boundaries of time and place
section |79 pages
Section 4: High Performance Management Practices
chapter |24 pages
Stimulating people to sustainable levels of high performance
chapter |27 pages
Performance management
chapter |26 pages
The role of HR in building culture
part |135 pages
Part Two: Building Positive Psychological Contracts