sonambhatia9900
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Hi all m attachin imp material on HIGH PERFORMANCE ORGANIZATION.Hope u all find it useful...cheers
CREATING HIGH PERFORMANCE ORGANISATIONS
High performance organizations aren’t born, they are made. Building them involves paying attention to customers and employees, innovating furiously and making quality a way of life .
-Ganesh Natarajan
BUSINESS DEFINITION
“An organization which has adopted a set of working practices deemed to enhance individual and organizational performance .”
Another Definition Of HPO
1. An agile organization where process, people and technology are in full alignment, and where
2. The greater good of all parties, whether they be investors, executives, management or line workers, is well served.
3. A high-performance business improves faster than its competition and sustains that rate.
The 8 Core Competencies
• Organizational Stewardship
• Systems Thinking
• Creative Thinking
• Flexibility/Adaptability
• Customer Service
• Interpersonal Effectiveness
• Personal Mastery & Technical Skills
Organizational Stewardship
Committed to the mission and vision of the organization, shows a concern for co-workers and customers, uses resources wisely, & supports others in their work
Systems Thinking
• Able to see the relationship of the part to the whole, to know how one’s actions affect others, grasps the “big picture”, & encourages teamwork.
Creative Thinking
• Thinks “out of the box,” open to see alternative solutions, challenges assumptions, encourages & supports new ideas, & takes appropriate risks.
Personal Mastery
• Assumes responsibility to assess one’s strengths and needs, plans continued growth and learning, balances competing priorities and demands, & actively seeks feedback from others.
Technical Skills
• Displays skills and abilities to perform assigned tasks, including basic literacy and computer skills, & participates in measuring outcomes of work.
Interpersonal Effectiveness
• Communicates clearly, listens actively,anticipates customer needs, contributes within group projects, & coaches others in their learning and development.
Customer Service
• Committed to exceeding the customer’s needs, understands the customer’s perspective, & uses customer feedback to improve individual performance.s
The Differences in Organizations:
A Traditional vs. High Performance Organization
Traditional Organization
• “Reacts” to changes in the External Business
Environment
• Undefined or strong organization culture
• Undefined/No leverage of core capabilities
• Local/Regional in Scope and Vision Direction
• Traditional/same-old business model
• Change from the top only
• Driven by the External Business Environment
• Low to average growth rate (5-10%), profitability,
stock price, 90-95% First Pass Prime
HPO
• Capabilities to predict changes in the
External Business Environment
• Adaptive organization “Culture”
• Leverages Core Capabilities
• Global Scope and Vision Direction
• Re-acting and Changing Business Models
• Changes are Bottom-up and Top-down
CREATING HIGH PERFORMANCE ORGANISATIONS
High performance organizations aren’t born, they are made. Building them involves paying attention to customers and employees, innovating furiously and making quality a way of life .
-Ganesh Natarajan
BUSINESS DEFINITION
“An organization which has adopted a set of working practices deemed to enhance individual and organizational performance .”
Another Definition Of HPO
1. An agile organization where process, people and technology are in full alignment, and where
2. The greater good of all parties, whether they be investors, executives, management or line workers, is well served.
3. A high-performance business improves faster than its competition and sustains that rate.
The 8 Core Competencies
• Organizational Stewardship
• Systems Thinking
• Creative Thinking
• Flexibility/Adaptability
• Customer Service
• Interpersonal Effectiveness
• Personal Mastery & Technical Skills
Organizational Stewardship
Committed to the mission and vision of the organization, shows a concern for co-workers and customers, uses resources wisely, & supports others in their work
Systems Thinking
• Able to see the relationship of the part to the whole, to know how one’s actions affect others, grasps the “big picture”, & encourages teamwork.
Creative Thinking
• Thinks “out of the box,” open to see alternative solutions, challenges assumptions, encourages & supports new ideas, & takes appropriate risks.
Personal Mastery
• Assumes responsibility to assess one’s strengths and needs, plans continued growth and learning, balances competing priorities and demands, & actively seeks feedback from others.
Technical Skills
• Displays skills and abilities to perform assigned tasks, including basic literacy and computer skills, & participates in measuring outcomes of work.
Interpersonal Effectiveness
• Communicates clearly, listens actively,anticipates customer needs, contributes within group projects, & coaches others in their learning and development.
Customer Service
• Committed to exceeding the customer’s needs, understands the customer’s perspective, & uses customer feedback to improve individual performance.s
The Differences in Organizations:
A Traditional vs. High Performance Organization
Traditional Organization
• “Reacts” to changes in the External Business
Environment
• Undefined or strong organization culture
• Undefined/No leverage of core capabilities
• Local/Regional in Scope and Vision Direction
• Traditional/same-old business model
• Change from the top only
• Driven by the External Business Environment
• Low to average growth rate (5-10%), profitability,
stock price, 90-95% First Pass Prime
HPO
• Capabilities to predict changes in the
External Business Environment
• Adaptive organization “Culture”
• Leverages Core Capabilities
• Global Scope and Vision Direction
• Re-acting and Changing Business Models
• Changes are Bottom-up and Top-down