The High Performance Organization
Creating Dynamic Stability and Sustainable Success
- 1st Edition - February 10, 2005
- Latest edition
- Author: Linda Holbeche
- Language: English
Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation,… Read more
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Description
Description
Increased global competition, aided and abetted by technology, has meant that organizations in every sector are having to compete on the basis of speed, cost, quality, innovation, flexibility and customer-responsiveness. If organizations wish to be able to compete successfully in the global marketplace, they need to develop innovative products and services quickly and cost-effectively.
The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent.
This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.
The High Performance Organization provides invaluable information and practical tools for people engaged in leading organizational change efforts as an executive, line manager, HR practitioner or change agent.
This practical text is grounded in organizational reality as well as having a sound theoretical setting. Illustrative case studies have been drawn from consultancy practice and a wide range of current research.
Key features
Key features
* A topical, how-to approach to change management designed for practitioner use
* Covers managing change as a project and strategic change management and offers clear guidance and practical solutions for maximising success
* Text is supported by research data and case study analysis
* Covers managing change as a project and strategic change management and offers clear guidance and practical solutions for maximising success
* Text is supported by research data and case study analysis
Readership
Readership
HR Professionals and OD specialists; Change Agents; Line Managers; Students taking Chartered Management Institute units on Recruitment and Selection, Managing Performance. MBA and Post Graduate courses.
Table of contents
Table of contents
Part One - BUILDING DYNAMIC STABILITY
Section 1 - The High Performance Organisation
Ch1: Towards the High Performance Organisation
Ch2: Buliding Culture
Ch3: Can culture be deliberately changed?
Ch4: Analysing Cultures
Ch5: Designing the High Performance Organisation
Section 2 - Creating Dynamic Stability
Ch6: Creating a 'change-able' organisation
Ch7: Creating a knowledge-rich context for innovation
Section 3 - The Boundaryless Organisation
Ch8: Working accross Boundaries
Ch9: Crossing boundaries of time and place
Section 4 - High Performance Management Practices
Ch10: Stimulating People to Sustainable Levels of High performance
Ch11: Performance Management
Ch12: The Role of HR in building culture
Part two - BUILDING POSITIVE PSYCHOLOGICAL CONTRACTS
Ch13: Becoming a Great Place to Work
Ch14: Careers and work/life balance
Ch15: Key Skills to Survive and Thrive in Changing Organisations
Ch16: Becoming a values-based organisation
Ch17: Leading for Sustainable High Performance
Conclusion
Section 1 - The High Performance Organisation
Ch1: Towards the High Performance Organisation
Ch2: Buliding Culture
Ch3: Can culture be deliberately changed?
Ch4: Analysing Cultures
Ch5: Designing the High Performance Organisation
Section 2 - Creating Dynamic Stability
Ch6: Creating a 'change-able' organisation
Ch7: Creating a knowledge-rich context for innovation
Section 3 - The Boundaryless Organisation
Ch8: Working accross Boundaries
Ch9: Crossing boundaries of time and place
Section 4 - High Performance Management Practices
Ch10: Stimulating People to Sustainable Levels of High performance
Ch11: Performance Management
Ch12: The Role of HR in building culture
Part two - BUILDING POSITIVE PSYCHOLOGICAL CONTRACTS
Ch13: Becoming a Great Place to Work
Ch14: Careers and work/life balance
Ch15: Key Skills to Survive and Thrive in Changing Organisations
Ch16: Becoming a values-based organisation
Ch17: Leading for Sustainable High Performance
Conclusion
Product details
Product details
- Edition: 1
- Latest edition
- Published: February 10, 2005
- Language: English
About the author
About the author
LH
Linda Holbeche
Linda Holbeche is Research and Policy Director at the Chartered Institute of Personnel and Development (CIPD). Linda is responsible for leading the CIPD’s extensive management research programme and the translation of that knowledge into practice for the benefit of all those involved in the management and development of people. She heads a 40 strong team, including 12 expert research advisers, and is a key spokesperson and advocate for the people management and development profession, in the media and in relations with government and other opinion formers.
Linda was previously with the Work Foundation where she was Director of Leadership and Consultancy and prior to this she was Director of Research and Strategy at Roffey Park Institute for 12 years.
Affiliations and expertise
Research and Policy Director, Chartered Institute of Personnel & Development (CIPD), UKView book on ScienceDirect
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