Sie sind auf Seite 1von 15

High performance organization

The ability of an organization to sustain the delivery of quality products and services is essential to its long-term success.

Three major deterrents to sustaining high performance: The senior leadership of an organization has an inaccurate understanding of the marketplace in which the organization must compete. Often the behaviors required to successfully implement the business strategy are out of alignment with customer and marketplace requirements. Organization systems and process often fail to support the organization vision and strategy.

The high performance organization is one that is able to: remain responsive to marketplace expectations sustain the behaviors required to meet marketplace expectations.

Leadership practices that are congruent with the vision, mission, values, and strategies ensure clear expectations; promote belonging; foster employee involvement in decision making and problem solving; place an emphasis on and reinforce the importance of quality; promote a consistent focus on meeting customer needs and requirements; encourage and reward learning and skill development.

Examples of infrastructures are: goal-setting system; the measurement systems; the performance management system; the leadership evaluation system; the rewards and recognition system.

High Performance Organization

Flatter, horizontal structure instead of vertical hierarchy Work done by teams organized around processes; teams empowered to make decisions so management is decentralized and participative Empowered workers with high skill levels and cross-training; rewards for team performance Collaboration among teams, between labor and management, with suppliers

Focus on customers, quality, and continuous improvement

Flexible technologies

Global corporations are beset by a series of dilemmas (or paradoxes). These are pairs of conflicting propositions, each of which clamors for the allegiance of the decision-maker. For example, the leader is expected to set rules of universal applicability, yet treat each culture as a special case of diversity.

Transcultural competence is defined as the ability to comprehend and analyze the cultural narratives that appear in every kind of expressive form

Tran cultural competence, the capacity to integrate seemingly opposed values. The development of leadership competence in a Tran cultural context specifically supports intercultural learning and promotes the ability to deal with people of different cultural backgrounds and orientation

Integrating universality with cultural diversity, is to decentralize centers of excellence to those cultures who do the job best and most cheaply. Through the perception and interpretation of cultural phenomena and observations of relevant differences employees and organizations can pursue the tasks and goals of the company also in foreign countries and in different company cultures

Hyperculture also called reconciled values is made up of all diverse and exclusive identities, but on a higher level, where they come together and strengthen one another.

It is an organizational culture known for servant-leadership, the form of leadership that brings people with different points of view out of the resulting tension and is able to channel it into a productive dynamic.

Hyperculture is that the leader is explicit about their core values:respect for differences is a shared starting point. Leaders create a culture. Managers create a monoculture. Servant- leaders create a hyperculture.