High Performance Work Organization Case Study

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Organizational change is both the process in which an organization changes its structure, strategies, operational methods or technologies. Organizational culture also refers to affect change within the organization and the effects of these changes on the organization. Any significant change is likely to be disruptive
The two change tools that I have choose is High performance work organization approach and total quality management. A high performance work organization is one that is intentionally design to bring out the best in people and thereby produces organization capability at delivers sustainable leadership business results. What people can contribute and what a high performance work organization relies upon is a high degree of commitment,
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The ability for an employee to participate in the decision making process is considered to be one of the key elements. This participation provides leads to employees feeling more empowered, which leads to a more committed workforce, at least in theory. training provides employees with the necessary skills to perform their jobs in a more effective manner as well as the opportunity to assume greater responsibility within an organization. Organizations need to find a way to link pay with performance in order to incentivize an employee to focus “on outcomes that are beneficial to themselves and the organization as a whole. The use of work teams is widespread in all types of organizations throughout the world—with good reason. High-performance work teams have an advantage over the work of individuals because each member can offer new ideas, talent and viewpoints. In addition, high-performance work teams predictably execute strategy, meet goals and need little management oversight because they are empowered and responsible for their functional activity and accountable for performance. Compensation and incentives are usually tied to the achievement of team and individual goals, respectively, with a heavier emphasis on collective team performance. Because superior team performance is so highly valued, these teams do not tolerate marginal and underperforming individual contributors. teams begin by recruiting and retaining their best talent, while quickly helping low-performing members find other places to work. Morale typically increases as performance increases. After selecting for talent, it is critical to ensure that the team members possess complementary skills (e.g., technical, problem-solving, decision-making and interpersonal skills). Team members must exhibit a sustained commitment to performance excellence, exercise candor and mutual respect, and hold themselves and their organizations accountable at both the individual and
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