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Qualities of High Performance Organizations!

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High Performance Organziation

Every organization wants and cherishes the idea of being a high performance one. It likes to beat the competition. Will that happen overnight or accidentally? Definitely, NOT! So, what should the organization or its leadership do to achieve such a status? How can one distinguish a high performing organization from the others?

Some of the qualities or attributes of high performance workplaces and organizations are:

Direct their efforts towards getting the best out of their people. They believe that without the commitment of their people they cannot accomplish their vision. They treat their people as assets and strive for happiness and well-being in the organization. Happy employees are productive employees-something a high performance organization never overlooks.

Build effective, multi-pronged communication networks. They ensure and encourage the free flow of communication at various levels which are watertight enough to avoid any chance of misunderstandings or miscommunication. They ensure that all employees understand the Company’s mission, values and objectives and its expectations of them. Thus, they avoid confusion and help employees pick the start-up speed.

Build and nurture effective teamwork. Teams thrive in coordination. All the members of a team should be in sync, contributing to the common objective. This occurs when there is absolute trust among the team members. High performance organizations provide leadership which builds trust among the team members by encouraging open communication in a flat hierarchy. This motivates employees to share their ideas, concerns and views on better work processes.

Show dynamism for change. Change is always welcome within an organization. They create a culture which embraces diversity which leads to better ideas and higher productivity. They never encourage a ‘we-have-always-done-things-this-way’ attitude. Instead, they provide proper leadership in anticipating, analyzing, planning and managing change in accordance with organizational objectives.

Facilitate learning and development. They boost individual growth by providing them with proper learning tools and environment. They conduct training programs, seminars and workshops. Besides, they offer online learning facilities to help employees gain new skills and improve productivity. They never hinder employee growth.

Integrate technology appropriately. Using technology can greatly enhance employees’ productivity since it facilitates their work and can help them focus on several tasks.

High performance organizations are the ones that stay competitive in the market. However, it cannot happen all of a sudden. It needs a conscious effort on a Company’s part to analyze and develop practices that result in high performances. A Company must weave these practices into its everyday operations so that it becomes part of its intrinsic culture.

Do share your thoughts on the same.

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  • Thanks for the interesting article!

    People are most important asset and placing Shared Values in the middle of the model emphasizes that these values are central to the development of all the other critical elements. The company’s structure, strategy, systems, style, staff and skills all stem from why the organization was originally created, and what it stands for. The original vision of the company was formed from the values of the creators. As the values change, so do all the other elements.

    Thank you,
    Francis Jeyaraj

  • This is a very insightful article and provides a number of good points.
    I do not totally agree with everything that you have said and I am not saying you are wrong. I am offering a different viewpoint.
    If a high performing company puts all their focus on competition and beating those in their market they will eventually fail as they will become too arrogant and forget who they are truly serving the consumer.
    A high performing company that focuses on serving the client/consumer and that the ability to quickly adapt to the changing market by its virtue will beat out the others without ever competing.
    A high performing company is one that hires the right type of person to begin with. Then with by valuing these people they will get the results they desire. You have to hire the right talent and personality to start with.

    The communications has to be valid through all levels not just various ones. The lowest person in the company should feel free to talk to the CEO about issues just as well as talking to their supervisor. In fact the CEO should be on occasion going to the lowest worker and asking them, “So how am I doing?”. Communications needs to open and honest at all levels.

    The effective teamwork paragraph is correct. Teams must be a highly collaborative environment.

    Change is correct and I may add the right communications to explain the change and why it is beneficial is also required. To make change more acceptable.

    Education and add mentoring is essential to providing everyone with the right tools to maintain that high performance.

    Technology is a great tool and yes it makes ones job highly productive. But at times you may need to go back to the old ways to keep things going until the technology is available again. I am talking a natural or man-made disaster. Where the infrastructure outside your workplace has effected your ability to communicate with others of system to system.
    A funny story to show you how this works. I worked for a company that installed a coffee maker. At first you had to add the water to the machine in order to make coffee. A few months later the company hired a plumber to connect the machine to the building water supply. It made it easier and more efficient to make coffee. Well one morning the water main outside the building broke and the town shut of the water. Everyone was standing around the coffee machine wondering how will we make coffee. We also had a spring water dispenser in the same room.
    I walked in took the carafe and filled it from the water dispenser and pured it into the coffee machine. Checked that it had a filter and coffee and pressed the brew button. The machine never changed just the way water was introduced was changed. So everyone became so use to the convenience they forgot how to perform the task the old way.
    So why technology is nice, do not forget how to do it the old way.

  • Very interesting read…

    I believe to be a strong organization you must have clear and consistent communication in place. It must be a priority including weekly team meetings and on-going training. An employee base without the proper foundation of knowledge and skills from which to pull is nothing more than a group of warm bodies delaying the inevitable challenges facing an untrained and uninformed staff.

    These are all critical issues, but were I to state my number one, it would be: Communication.

  • I agree with the content of the article and would also add that many aspects of a high performing organisation will also be dependant on Leadership. The leader will need to be a high performer and will also need to understand the behaviours that need to be demonstrated in order for the behaviours to infiltrate through the organisation.

  • High performance organizations not only provide training programs, workshops and seminars but have an overall training/coaching mindset. Supervisory members of HPOs are looking for “teachable moments”. They look to catch people doing it right and then offer genuine and immediate praise for each and every activity that matches the organizations expectations. They coach and teach throughout the day reinforcing both the skills needed but also the overall high performance mindset as well.

  • Jacqueline M. Walters

    Socially acceptable behaviors should be exhibited in all workplaces not just the corporate culture. Diversity and inclusion too, should play a major role in workplace relationships. It is important that employees be trained to respect and be tolerant of the differences in other human beings, not just their coworkers and company’s clients.

  • Jacqueline M. Walters

    High Performance Organizations back their words with actions. When scouting for talented-plus candidates, they seek out prospects that best match their mission statements. They hire inner directed, productively engaged, multidiscipline, diverse Professionals who can get the best performances out of their employees.

  • One of the most important thing in building a highly effective organization is character of ethics, such as service, humility, and diversity. This is not unique as this is something that most of the organizations in the world wish for. The problem would be: how to maintain this character?

  • One of the most important things in building a highly effective organization is character of ethics, such as service, humility, and diversity. This is not unique as this is something that most of the organizations in the world wish for. The problem would be: how to maintain this character?

  • There are, of course, many distinguishing factors of high performing organizations. One of the first that comes to mind that I think is often overlooked is fostering a learning organization. If management encourages innovation, creativity, and knowledge sharing rather than “doing the job the way it’s always been done” employees are more engaged and enthused about the work. This can be a distinct competitive advantage. Managing the change that comes with this, though, is a key component.

  • High performance organisations (HPO)are built team by team and consist of high performance teams, teams in HPO’s are different and exhibit the following attributes:
    Unity of purpose: Team has embraced a well-defined and clear mission/sense of purpose that is inspiring and motivating.
    Alignment of goals: individual goals, objectives and values are in alignment with those of the greater team.
    Clear Responsibilities: are understood by all.
    Individuals carry their own weight: are competent and make tangible contributions in relation to the overall mission and objectives of the team.
    Trust and Respect: between members runs consistent and deep
    Conflict Accepted: members accept disagreement and conflict as a natural component to any productive group process
    Commitment: to each other, to the process, to performance goals and to the mission
    Mutual Accountability: between all team members at all levels
    Leadership is Supportive and Shared: and changes hands at appropriate times
    Well Connected: to the world outside of the team (relationships are not insular)
    Focus on Generating Desired Results: not once but time and time again
    Sustainable: team embraces ways of feeding and re-energising its members
    The role of the manager in this environment therefore is to provide “the purpose”, to set the goals and empower and enable the teams to meet and exceed the organisations goals.