The organization has these and it helps to bind the members of the organization together. We see someone with a company shirt at the football game, we say "hi," because we're all working together. It is the same thing with high performance teams. Everybody works together, so the team needs its own culture to help motivate itself -- it is an organizational subculture that makes the high performance team something special. You can put anything into the organizational culture that you want. You can build in that drive for superior performance, to be the best. I always want to do that. You can build in a code of ethics -- we do that at the corporate level now. The other thing you can do is to blend the team culture with the overall organizational culture. That team subculture can bleed into other areas of the organization, creating a shift…...

From the beginning there must be an acknowledgement, on diverse teams, of different workers communications styles. Self-awareness and awareness of others is crucial rather than willed ignorance and the ignoring of such differences. For example, when a woman knows that her tendency to say 'I'm sorry' is often misinterpreted by her male colleagues, she is less likely to use this method of communication in a reflexive manner. Likewise, a colleague from a highly confrontational culture or region of the country does not have to adopt a new persona, but can operate with the awareness that his or her abrasive style is not universal to the work team and he or she might have to be quiet for a moment after speaking, before a less confrontational colleague fills the silence with an opinion, a critique or an idea.

Self-awareness exercises regarding communication style differences and assumptions before the actual project is embarked…...

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Works Cited

Tannen, Deborah. (11 Dec 1994) "The Talk of the Sandbox; How Johnny and Suzy's Playground Chatter Prepares Them for Life at the Office. The Washington Post, Retrieved 21 Feb 2005 at  http://www.georgetown.edu/faculty/tannend/sandbox.htm 

Millet, Joyce, (1994) "Understanding American Culture." Cultural Savvy. Retrieved 21 Feb 2005.  http://www.culturalsavvy.com/understanding_american_culture_2.htm

Group Can Become a High Performance Team
esearch has shown that the key factor to the performance of an organization lies in its culture. Factors like the dynamics of change, new technologies, demands of customers, diversity of the workforce, business model challenges, stiff competition, expectations of the shareholders, reducing cycle times, and changing work ethics tend to pull an organization in several directions. This makes the requirement of a bond in the form of a strong culture all the more relevant. So, good organizations attempt to bring people towards a deeper sense of purpose by bringing together the intangible leadership issues that make up their unique character. These powerful emotions are made realistic by the strong implementation of management processes and systems that convert ideals into actions. This requires the creation of high performance teams. (Building a High Performance Culture)

The reason why the staff in an organization needs to be…...

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References

"Building a Diverse Workforce to Serve Diverse Clients" (October 2004) The Compass. Retrieved from Accessed on February 12, 2005http://www.mentor4inc.com/Newsletter/compass/building-diverse-workforce.shtml

Clemmer, Jim. "Building a High Performance Culture" Retrieved from.

Accessed on February 12, 2005http://www.clemmer.net/speaking/bhpc.shtml

Kotter, John P. (1996) "Leading Change" Harvard Business School Press. Retrieved from   Accessed on February 12, 2005http://www.opm.gov/perform/articles/2000/aug00-5.htm 

Composition IIInterview SummaryTypes of Bosses/SupervisorsFor the various organizational goals and objectives to be accomplished, resources (including human resources) must be organized and activities directed in an optimal manner. Those who engage in the said organization of resources as well as direction of various organizational activities are commonly referred to as bosses, supervisors, or simply leaders. It would be prudent to note that not all bosses embrace the same approach to management and/or leadership. We could, thus, classify bosses based on the leadership styles and approaches they deploy. Towards this end, the following types of bosses/supervisors exist: authoritarian or autocratic bosses, transformational bosses, and laissez-faire bosses.To begin with, authoritarian bosses are those who subscribe to the authoritarian approach to leadership and management. According to Schedlitzki and Edwards, authoritarian leaders prefer to make all the decisions by themselves and rarely invite employees to participate in decision making (330). As the authors further…...

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Works Cited

Bojeun, Mark. Program Management Leadership: Creating Successful Team Dynamics. CRC Press, 2013.

Schedlitzki, Doris and Gareth Edwards. Studying Leadership: Traditional and Critical Approaches. SAGE, 2014.

Stacey, Ralph. Tools and Techniques of Leadership and Management: Meeting the Challenge of Complexity. Routledge, 2012.

H3. The higher the domestic market competition, the more likely the organization use of high performance organizational practices.

H4. The higher the international market competition, the more likely the organization use of high performance organizational practices.

H5. The higher the domestic market competition, the less likely the organizations adopt bureaucratic structure.

H6. The higher the international market competition, the less likely the organizations adopt bureaucratic structure.

H7. The higher the percentage of organizations adopting bureaucratic structures in an industry, the more likely the organizations adopt bureaucratic structures in the same industry.

H8. The higher the percentage of other organizations adopting high performance work practices in an industry, the more likely the organizations adopt high performance work practices in the same industry.

esearch Design

The researcher has chosen to use the 1996 -- 1997 data set from the National Organizations Study (NOS) that is based on a series of computer-assisted telephone interviews (CATI) completed by interviewers from the…...

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References

Yang, S. (2008). Bureaucracy vs. high performance: Work reorganization in the 1990s. Journal of Socio - Economics, 37(5), 1825.

High Performance in a Learning Organization
Every business must have a specific, routine way, through which it conducts its daily operations. Often times, the people at the head of the organization must take into account various personalities, modalities of work, etc. In order to ensure that the organization both functions smoothly and attains its goals. Often as well, routine operations must be rethought in order to be recreated in a more creative, more productive way. In order to attain all these elements successfully, heads of enterprises must be thorough and organized and must be part of a fantastic team, as well as recognize various elements that can enable them to be as such, as well as enable them to lead a better performing organization with smoother processes of work. This paper will elaborate on the subject, and will focus specifically on the elements of high performance in teams and in…...

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Katzenbach & Smith. (2009). "Qualities of High Performance Teams." Team Building. Retrieved,  http://www.teambuildingportal.com/articles/team-performance/qualities-high-performance-teams .

Lear, G. (2009). "Dynamics of High Performance Organizations." Resource Development Systems. Retrieved,  http://www.rds-net.com/articles/The%20Dynamics%20of%20High%20Performing%20Organizations%202009.pdf .

Holmberg et. al. (2008). "The High Performing Learning Organization." Vital Enterprises. Retrieved,  http://www.vitalentusa.com/learn/the_hplo_model.pdf .

A sense of democracy, treating worker with respect by compensating them fairly rather than using airy slogans about being a team player and sacrificing for the good of the collective, valuing the quality of employee's ideas more than the employee's place in the corporate hierarchy, and thinking outside of the traditional box of how an organization operates are all characteristic of Google. Google is a high-performing workplace because it makes employees want to perform to a high standard, rather than tries to compel them to obey.

A high-performance workplace is defined as a company with 'a flatter and less hierarchical organization structure; a willingness to adopt new working practices; an emphasis on empowerment and teamwork; and high levels of employee participation and learning" (High performance workplace, 2010, Business dictionary). Google embraces all of these strategies and approaches, but it is perhaps its emphasis on organizational learning, from its generous tuition reimbursement,…...

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References

High performance workplace. (2010). Business dictionary. Retrieved February 24, 2010 at  http://dictionary.bnet.com/definition/high-performance+work+organization.html 

Top ten reasons to work at Google. (2010). Google. Retrieved February 24, 2010 at http://www.google.com/international/en/jobs/lifeatgoogle/toptenreasons/

According to the author selected for this analysis, the quality standards embodied in the ISO 9000 quality systems standards have clearly become more prevalent over the last few years, in fact, more than 90 countries out of the world's 220 or so burgeoning nations have adopted the ISO 9000 series or its equivalent as their national standards; furthermore, adherence to ISO 9000 standards has become mandatory for companies looking to market medical devices or telecommunications equipment in Europe, where more than 20,000 companies are currently registered (Barnes, 1998. According to this analyst, "In the U.S., suppliers to the electrical, chemical, and nuclear industries are expecting certification to become mandatory. The number of ISO 9000 registrations is doubling every nine to 12 months in the U.S., from 100 in 1990 to 4000 in 1994" (Barnes 1998, p. 24).

What is typically referred to as the ISO 9000 standard are actually comprised of…...

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References

Barnes, F.C. (1998). ISO 9000 myth and reality: A reasonable approach to ISO 9000. SAM Advanced Management Journal, 63(2), 23.

Lorsch, J.W. (1986). Managing Culture: The Invisible Barrier to Strategic Change. California Management Review, 28, 95-109.

Madu, C.N. & Kuei, C. 1993, "Strategic Total Quality Management (STQM)," in Management of New Technologies for Global Competitiveness, C.N. Madu, Quorum Books, Westport, CT.

Simmons, B.L. & White, M.A. 1999, "The Relationship between ISO 9000 and Business Performance: Does Registration Really Matter?," Journal of Managerial Issues, 11(3), 330.

Organize a regular meeting.

A regular meeting is strategic way to monitor the progress of the team. Through meetings, any existing problems can be discussed for an immediate resolution. In this way, if there are dependencies of tasks, the other tasks can be prevented from being affected by the problem.

Create some rules that can guide the workflow of a team.

Following some work rules within a team won't do any harm. The provision of work rules is one way of maintaining discipline and a proper workflow within the team.

Promote team responsibility.

Encourage every member to take responsibility of the tasks assigned to him. It is ideal if each member would strive to become an example to the other team members. This can be done by meeting the tasks requirements, as well as completing the tasks on time. It can be helpful to introduce a reward after meeting the entire objectives of the team…...

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Bibliography

Becoming a Manager of a High-Performance Work Teams.

2002. Virtual Advisor Online. 2004.  http://www.va-interactive.com/inbusiness/editorial/hr/ibt/become_m.html 

Strategies for Developing an Effective Team.

1998. MSH Online. 2004. http://erc.msh.org/quality/ittools/ittipstm.cfm

A special category within demographic characteristics is the presence or absence of a person with a disability in the team. This kind of individual difference is included to provide insight that disability/ies do not hinder individual performance within a team; in fact, an individual with disability perform as efficiently as those individuals who are non-disabled. This distinction encourages employers to hire disabled workers because they serve as good motivation and inspiration for the team to perform their tasks satisfactorily.

eyond demographic characteristics, cultural differences operate more strongly to influence and affect the creation and development of a high performance team. There are five differences that exist within the broader category of cultural characteristics: competency, personality, value, attitude, and perceptual differences. These differences center on the internal aspect of team diversity, wherein the behavior of each member is gauged based on their cultural characteristics.

Competency-based difference looks into the work performance and appraisal…...

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Bibliography

Lindorff, M. (2001). "Social relationships and social support among Australian managers." Work and Stress, Vol. 15, No. 3.

Schermerhorn, J. et. al. (1995). Basic organizational behavior. NY: JohnWiley & Sons, Inc.

The Shared Information Principle is also the most reliant on technologies, with the Human esource Information Systems (HIS) and communications technologies being the most crucial within this specific principle.
The Principle of Knowledge Development

The most strategically important aspect of any HPWS, this principle is where the greatest value is delivered to an enterprise. Knowledge Development is heavily dependent on the training aspects of an organization, including instruction in broad skills, cross-training, problem solving and team training. This phase is also heavily dependent on gain sharing, profit sharing and skill-based pay. Its most important aspect from a workflow standpoint is the development of empowerment, another aspect of effective transactional leadership (Fitzgerald, Schutte, 2010).

This is where the highest performing HPWS concentrate their efforts, creating a very high level of personal ownership of knowledge capture, classification, taxonomy definition and knowledge sharing (Wood, de Menezes, 2011). This is also the principle that is the…...

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References

Boxall, P. (2012). High-performance work systems: What, why, how and for whom? Asia Pacific Journal of Human Resources, 50(2), 169.

Birasnav, M., Rangnekar, S., & Dalpati, a. (2011). Transformational leadership and human capital benefits: The role of knowledge management. Leadership & Organization Development Journal, 32(2), 106-126.

Jorg Felfe, & Schyns, B. (2004). Is similarity in leadership related to organizational outcomes? The case of transformational leadership. Journal of Leadership & Organizational Studies, 10(4), 92-102.

Fitzgerald, S., & Schutte, N.S. (2010). Increasing transformational leadership through enhancing self-efficacy. The Journal of Management Development, 29(5), 495-505.

Teams provide inducement to work in a set up. Functioning as a group ensures effective and proficient performance of the jobs. This facilitates harmonization with different team members and also results in dissemination of the ideas and knowledge among them. (Teams and Teamwork) The convention of functioning in groups is more and more common in different types of organization. The members from different department are taken together to form teams with a view to encouraging cooperation among them in solving the problems and harmonizing new programs and new processes and also to be employed in the secular planning efforts. With a view to unite all the key personnel so as to increasing the productivity, increasing the associative-ness and enhancement of quality and proficiency the forming of interdisciplinary and diverse functional teams are constituted. Simply placing the people in teams however, do not ensure the effectiveness of the team. It is…...

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References

"Building High Performance Teams" Retrieved from Accessed on 14 November, 2004http://www.lynco.com/team.html

Chatman, Jennifer A; Polzer, Jeffrey T; Barsade, Sigal G; Neale, Margaret A. (December, 1998) "Being Different yet Feeling Similar: The Influence of Demographic Composition and Organizational Culture on Work Processes and Outcomes" Administrative Science Quarterly. Volume: 12; No: 1; pp: 37-43

Dakhli, Mourad; Khorram, Sigrid; Vora, Davina. "Cultural Diversity, Information Pooling, and Group Effectiveness: A Network Approach" Retrieved from www.faculty.fuqua.duke.edu/ciber/programs/pdf/dvora.pdf Accessed on 14 November, 2004

Katzenbach, Jon R; Smith, Douglas K. (March-April, 1993) "The Discipline of Teams" Harvard Business Review. Volume: 71; No: 2; pp: 111-120

Sustain High Performance Public Organizations
Highly Interdependent Work

Why? Because We LUV You. Different types of work and the organization of types of work have been studied by those interested in business leadership and organization development for decades. When a categorically new business emerges on the scene, or when a mature business invents a strikingly effective new approach to business, the textbooks and Harvard Business Cases get dusted off and circulated anew. Such is the case with the study of Southwest Airlines, a company that turned the airlines business on its head -- or rather, on its hub and spokes orientation -- by developing a more efficient and economical way to approach the business of domestic airlines (Goudreau, 2007). Southwest isn't necessarily an innovative company, but it has worked to establish systems that work and then has diligently protected those systems. The company's determination to stick with what works against the…...

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References

Braneatelli, J. (2008, July 8). Southwest Airlines' seven secrets for success. [Web]. Wired, Cars 2.0: Future Transport. Retrieved   / news/2008/07/portfolio_0708http://www.wired.com/cars/futuretransport 

Gittell, J.H. (2003). The Southwest Airlines Way: Use the Power of Relationships to Achieve High Performance. New York, NY: McGraw Hill.

Gittell, J.H. (2010). Relational Coordination: Guidelines for Theory, Measurement, and Analysis. The Heller School for Social Policy and Management. Waltham, MA: Brandeis University. Retrieved  http://jodyhoffergittell.info/content/rc.html 

Goudreau, K. (2007). Hub and spoke system: A good idea…again. Retrieved http://www.burnsmcd.com/portal/page/portal/Internet/Content_Admin/Publications%20Repository/Aviation%20SR%20Link%20Repository/Article-HubandSpokeSystemAGoodIdeaAgain.pdf

Managing High Performance
A familiar challenge for any expanding enterprise is how to find and manage the highest potential employees who can over time mature into leadership positions. While there are always more applicants that positions available in senior management, the task of any leadership team is to accurately and with insight find those employees with the greatest potential of success (uggiero, 2008). From the very informal succession planning techniques small businesses use that are tantamount of planning sessions, to the much more rigorous and thorough high potential employee development programs, there is a very wide variation in approach and results (Bloch, 1996). The intent of this analysis is to provide a small, rapidly growing company with insights into how best to manage the dilemma of having 50% of its workforce looking to advance their careers with a limited number of positions available while also giving the majority of employees greater…...

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References

Bloch, Susan. (1996). Coaching tomorrow's top managers. Employee Counseling Today, 8(5), 30-32.

Kevin S. Groves. (2007). Integrating leadership development and succession planning best practices. The Journal of Management Development, 26(3), 239-260.

Ruggiero, J. (2008). Identifying and Developing High Potential Leadership Talent. Journal of Personal Finance, 7(2), 13-33.

Spatial tracking systems that make banks' floor plans and product positioning more effective;
5. Intelligent interactive displays that reflect the interests of the watcher;

6. Use of wireless tablet personal computers (PCs) for client interviewing; and,

7. Videoconference virtual experts for collaborative selling (56).

The same features that characterize high performance banks in their brick-and-mortar operations appear to relate to the use of technology as well, with the best performing banks having identified the optimum mix of services for the markets they serve. For instance, Grasing reports that, "Banks are taking a variety of approaches in implementing technology to make improvements in retail delivery. The methods differ, depending on the bank management's mindset toward the purpose of the software and its valued place in the new business or service delivery processes" (3). The main point in this area is that high performance banks apply technology in ways that help minimize errors as well…...

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Works Cited

Bielski, Lauren. (2007). "Today's Elements Tomorrow's Branch: The Branch Was Supposed to Phase out. It Hasn't and May Never. What Will the Branch of the Future Feature? Self

Service and Collaboration." ABA Banking Journal 99(6): 55-57.

DePrince, Albert E., William F. Ford and Thomas H. Strickland. (1999). "The New High

Performers Stretch Their Lead." ABA Banking Journal 91(11): 36.