Managing High Performance Organizations

Running head: Managing High Performance Organizations 1
Managing High Performance Organizations
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The notion of a high-performance organization.

Managing High Performance Organizations 2
A high-performance organization primarily refers to an organization that is able to attain
both non-financial and financial results much better than its peers in a short period through
discipline and focus on organizational objectives (Katzenbach, & Smith, 2015). High-
performance organizations reflect better outcomes in terms of; increased employee job
satisfaction, better product and service quality and innovation, fewer complaints, high levels of
customer satisfaction, and increased customer loyalty (Bhalla et al., 2011). However, high
performance experienced in organizations may be shaped by various internal and external
factors. Through these factors, organizations are able to maximize their positions in their
operating environment.
Beginning with internal factors, we have human resources. High performance
organizations continually work on the development of their employees by training them to be
creative, resilient, and flexible. These organizations maintain complementary and diverse
workforce as well as inspire more people to improve their skills in order to make extraordinary
accomplishment (de Waal, 2018). Besides, the organizations allow their workforce to be
responsible for their performance hence increasing their motivation and creativity. Since the
human resource is mindful of the workforce, identification of key talents and critical roles
becomes easier; therefore, allowing the talents to be treated with care.
Two, we have leadership. Leadership in high-performance organizations is crucial since
it drives objectives to actual results (Coulson-Thomas, 2013). Leaders drive urgency and
direction in regards to the performance of an organization. Besides, managers in high-
performance organizations reflect respect, enthusiasm, and involvement. Therefore, they work
hard as well as persist when tough situations appear. This means they may not hesitate to call
colleagues or employees to account when decisions or directions are not adhered to in full

Managing High Performance Organizations 3
measure. In high-performance organizations, leadership is through networks of well-trained
employees that have the resources to make and execute decisions (Gleeson, 2017). By achieving
this, the organizations are able to create a more nimble and agile cultural environment that allow
decisions to made quicker and better.
Three, we have organizational culture. High-performance organizations design their
organizational culture in ways that promote constant learning so as to ensure the workforce can
build their skills much easily and quickly. Having a robust performance cultures ensure the
organizations think innovatively hence being able to find effective ways of doing things (Sayle,
2016). Also, the high-performance culture cultivates enthusiasm and engagement which allows
organizations to take chances in risk environments. This helps foster learning and independent
thinking.
On the other hand, we have external factors. To begin with, we have technology and
innovation. Technology has become a crucial tool in controlling performance in organizations.
High-performance organizations are constantly trying to improve customer service through
innovation (Bello-Pintado, García Marco & Zouaghi, 2019). These organizations are more driven
to meet the changing market demands but as well be able to anticipate the demands. Therefore,
the organizations can choose to innovate products, services and processes hence being able to
create new sources of competitive advantage that increase the rate of response to market
demands and changes. In addition, through innovation, high-performance organizations master
core competencies that allow them to be the best in what they do inside the firm and outside the
firm (HPO Center, 2019).
Two, we have customers. Customers are an essential part of high-performance
organizations. These organizations understand how to evaluate the interest and needs of

Managing High Performance Organizations 4
customers and hence meet the needs effectively. According to the National Academic Press,
quality management is essential as the overall efficiency of an organization (Central Christian
College, 2019). Therefore, if a professional organization does not provide quality services and
products, customers may be forced to look for alternatives for their goals and needs. This may
then lead to the failure of an organization. However, high-performance organizations understand
this fact and hence, they tend to evaluate more ways to meet crucial customer needs as well as
keep them loyal (Katzenbach & Smith, 2015). If this is successful, the organizations enjoy more
sales and revenue hence being able to stand out in the market.
Three, we have resources. Sufficient organizational resources increase the chances of an
organization to perform well in the market. This means that high-performance organizations
have to invest heavily in terms of realigning resources so as to ensure goals are achievable
(Holbeche, 2012). In addition, having the right resources reduces the time for high-performance
organizations to achieve a set objective. Resources can include skills, money, and equipment
which create an enabling environment for driving change in an organization. For instance,
money assists organization be able to hire the best people or acquire the best equipment that
increases performance in an organization (Holbeche, 2012). Therefore, high-performance
organizations are able to invest more money in their research and development departments
hence being able to come up with innovative products. This gives them a competitive advantage
against peers hence standing out in the market.
Set of key criteria in assessing high-performance organizations.