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Canadian Edition
Schermerhorn, Hunt, Osborn, Currie
The High-Performance
Organization
Questions
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
High-Performance Context of
Organizational Behaviour
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
High-Performance Context of
Organizational Behaviour
Changing workforce:
Greater diversity more women, more visible
minorities, aging workforce
Generation X workers want: greater autonomy,
challenging work, flexible work schedules; work in a
team; loyalty not important to them
Skill deficiencies in many high school graduates;
in a knowledge-driven economy, lack of basic skills
means need for expensive remedial training
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
High-Performance Context of
Organizational Behaviour
Changing Organizations:
Constant change sometimes deliberately
pursued through process re-engineering
Expanding use of information
technology electronic commerce
Movement towards a free-agent economy
individuals contract their services to a changing
mix of employers
Concept of shamrock organizations three leaves
comprised of core full-time workers, outside
contractors, and part-time workers as needed
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
What Is a High-Performance Organization
(HPO)? Five Key Components
1. Employee involvement
2. Self-directing work teams
3. Integrated production
technologies
4. Organizational learning
5. Total quality management
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Key Components of HPOs
1. Employee involvement
Decision making by employees enhances
productivity and satisfaction
Traditional organizations have low involvement
(people just do their jobs); HPOs have
involvement through participative management
(where workers have responsibilities for day-
to-day decisions) or empowerment, where
workers make many decisions affecting them
and their work
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Key Components of HPOs
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Key Components of HPOs
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Key Components of HPOs
4. Organizational learning
Gather information to anticipate change and
prepare for adaptation
Information put into the organizations memory
to use in future situations
Share information across functions
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Key Components of HPOs
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Management Challenges of
High-Performance Organizations
Environmental linkages
Internal integration
Upper-level leadership
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Challenge 1: Environmental Linkages
HPO is an open system, influenced by external
environment and influencing it in turn
Need to keep tuned in to changes in environment, e.g.,
changing customer expectations
Need to develop missions or visions that focus all
energies on how the organization addresses its inputs
(problems and opportunities); involvement of all
employees in vision directing is crucial for acceptance
Need to be aware that outputs include not only the
product or service provided, but also impact on quality of
life of organizational members, impact on society
through activities
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Challenge 2: Internal Integration
Schermerhorn, Hunt, Osborn, Currie Organizational Behaviour, Canadian Edition Copyright 2005 John Wiley & Sons Canada, Ltd.
Challenge 5:
Greenfield Sites versus Redesigns