Managing a High Performance Organization Research Paper by Nicky

An exploration of the challenges to managing high performance organizations.
# 151268 | 2,380 words | 14 sources | APA | 2012 | US
Published on May 31, 2012 in Business (Management)


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Description:

The paper examines the literature and finds that top management has to set the guidelines and benchmarks for organizational team performances and take active participation in the business processes. The paper further discusses the need for clear communication of goals, strategies and tactics, the constant training of operational and functional skills, spending time with team members, creating a positive working atmosphere and understanding the strengths and limitations of all team members. The paper emphasizes how all these factors will create a high performing organization.

Outline:
Introduction
Challenges in Managing High Performance Organizations
Conclusion

From the Paper:

"Currently, the focus for most managers of high performance organizations has been on building organizational team skills for solving complex and difficult situations. Models have been developed by researchers that emphasize on the cultivation of soft process-related skills; whereas other models emphasize on development of hard task-related expertise. Similarly, some learning models focus on development of both hard and soft skills. Usually, the soft skill set includes: process and interpersonal skills; communication; and collective orientation. Whereas hard skill set includes: trade/craft skills; procedures needs; equipment needs and location needs.
"Similarly many others have proposed models of soft skills with special emphasis on communication. For instance, model of soft skills developed by Steven and Campion (1994) has six dimensions: soft knowledge; conflict resolution; collaborative problem solving; communication; goal setting; planning and task synchronization.
"Smith (1997) asserts that models of soft and hard skills need to be integrated with the business environment by managers so that internal differences can be over come and a smooth transition is made from normal performances to high level performances. This, he says, is a big challenge considering the fact that all team members along with the top management come from different background."

Sample of Sources Used:

  • Amason, A.C., Thompson, K.R., Hochwarter, W.A. and Harrison, A.W. (1995). Conflict: an important dimension in successful management teams. Organizational Dynamics, Vol. 24 No. 2, pp. 20-35.
  • Beech, N. and Crane, O. (1999). High performance teams and a climate of community. Team Performance Management. 5, 3, pp. 87-102.
  • Davison, S.C. (1994). Creating a High Performance International Team. Journal of Management Development, 13; 2.
  • Katzenbach, J.R. and Smith, D.K. (1993), The Wisdom of Teams, Harvard Business School Press, Harvard, Boston, MA.
  • MCB University Press. (1997). Perspective: Teamwork and the high performance company. Management Development Review. 10 6/7 pp. 236-238.

Cite this Research Paper:

APA Format

Managing a High Performance Organization (2012, May 31) Retrieved December 07, 2019, from https://www.academon.com/research-paper/managing-a-high-performance-organization-151268/

MLA Format

"Managing a High Performance Organization" 31 May 2012. Web. 07 December. 2019. <https://www.academon.com/research-paper/managing-a-high-performance-organization-151268/>

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