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.

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

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

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

Details

No. of pages:
464
Language:
English
Copyright:
© 2005
Published:
Imprint:
Butterworth-Heinemann
Print ISBN:
9780750656207

About the author

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.

Reviews

"...an excellent reference for those who are new to the topic and want a comprehensive introduction..." - Personnel Today