The High Performance Organization

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.

Part One - BUILDING DYNAMIC STABILITYSection 1 - The High Performance OrganisationCh1: Towards the High Performance OrganisationCh2: Buliding CultureCh3: Can culture be deliberately changed?Ch4: Analysing CulturesCh5: Designing the High Performance OrganisationSection 2 - Creating Dynamic StabilityCh6: Creating a 'change-able' organisationCh7: Creating a knowledge-rich context for innovationSection 3 - The Boundaryless OrganisationCh8: Working accross BoundariesCh9: Crossing boundaries of time and placeSection 4 - High Performance Management PracticesCh10: Stimulating People to Sustainable Levels of High performanceCh11: Performance ManagementCh12: The Role of HR in building culturePart two - BUILDING POSITIVE PSYCHOLOGICAL CONTRACTSCh13: Becoming a Great Place to WorkCh14: Careers and work/life balanceCh15: Key Skills to Survive and Thrive in Changing OrganisationsCh16: Becoming a values-based organisationCh17: Leading for Sustainable High PerformanceConclusion

Linda Holbeche