Leadership Management: High Performance Culture Strategies Report

This report delves into the crucial elements of cultivating a high-performance culture within organizations. It emphasizes the significance of employee engagement, staff retention, and effective communication in achieving this goal. The report highlights the adoption of on-the-job training, open communication, transparency, and flexible working environments as key strategies. Furthermore, it provides case studies of Starbucks and Siemens, illustrating their successful approaches to building team-based, high-performance cultures. The report also offers recommendations for improving employee engagement, addressing lower employee retention, and bridging the gap between technical skills and capabilities. By implementing these strategies, organizations can foster a positive work environment, enhance employee morale, and ultimately achieve greater success.

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Management
Management, people and team
4/10/2019
Student’s Name

Management, people and team 1
Executive summary
The below mentioned report highlights about how overall performance, employee
engagement and staff retention helps in creating and generating the high performance culture
within an organisation. This all be achieved if an organisation adopts the clear form of
communication, adopts on the job training for the employees, encourage open
communication, provide transparency, flexible working environment and adoption of clear
decision aspect within an organisation leads to the high performance culture. This report also
highlights about the Starbucks and Siemens organisation and their ways of doing business
and adoption of strategies, which leads to the team, based high performance culture.

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Contents
Executive summary........................................................................................................1
Introduction....................................................................................................................3
Recommendations......................................................................................................4
Case- study of Starbucks-...........................................................................................5
Case study of Siemens...............................................................................................6
Conclusion......................................................................................................................7
References......................................................................................................................8

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Introduction
In terms of culture, it requires a systematic approach in managing the overall
performances of the particular organisation, team and individuals. As leadership and
discipline are the defining the elements of this particular approach and for this, organisation
set a road map for maintaining a changing organisational behaviour and ultimately
implementing, promoting and sustaining a high performance culture.
Firstly, maintaining a culture by adopting discipline aspect. As discipline helps in
promoting decisiveness and standards of excellence and ensures direct accountability. In a
performance culture, proactive performance management blocks obstructive behaviours and
support and rewards constructive one. Hence, with such culture people are fully engaged in
the business of the organisation.
Hence, for organisation in order to create and generate the higher performance culture
and a strong company culture, they should adopt- collaboration in which employees will
cooperate, share and work well together. Then adoption of newer technology and leads the
organisation with innovation in which people within the organisation will encourage the
newer ideas, effective communication and understanding the necessary information also
helps in improving the organisation performance culture within an organisation (Tikson,
2018).
Other than this, working environment within an organisation also matters, as the
company should have a comfortable workplace where people have resources to be effective
in their assigned work. Moreover, employees should know, understand and beliefs the
companies mission, vision, vales and gaols are work accordingly. In terms of employee
engagement, as engagement is one of many outcomes of the higher performance culture,
hence, in order to attain the good results culture the company should manifest the company
culture attribute. Therefore, these aspects pinpoints over the understanding and strengthening
the company’s culture in order to generated the happy and the healthy workforce (Anitha,
2014).
But, In terms of CST (Consyst technology) an consultancy firm, has a recent effect
over their market share as due to the lower performance, lower employee engagement, and
lower staff retention and lastly the technology advancement has also generate a major gap in

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between employees due to the higher technical skills and capabilities. All this can be
improved and tackled by an organisation by supporting employees for providing each other
with the resources and guidance so that the workings and the task can be carried out
smoothly.
As for creating and generating the team based high performance culture, the very first
step of the organisation is to generate the clear understanding of what all aspects needs
change. Hence, for this organisation should adopts a benchmarking approach in which survey
of employees should be done regularly on the basis of 10 qualities in order to identify the
strength and the pain points of the employees (Gleeson, 2018).
Then the organisation should visualize a newer culture for this organisation needs
more time, efforts and commitment. However, through the adoption of this, there is a clear,
visible alteration in behaviour, mainly by the front-runners of the organisation and lastly the
adoption of the newer strategic vision. Lastly, converting the set vision to actions, in which
the set changes are made for adoption and making a sustainable and improve the chances of
success.
This all can be done when organisation adapts role modelling, effective
communication technique, skill building and reinforcing mechanism. This all can be
achieved, if an organisation CST, adopts certain techniques to improve employee
engagement, work over lower employee retention and poor performance. Lastly adopts
certain techniques so that employees should be able to bridge a gap in between the technical
skills and capabilities and hence achieve two goals one is self-enhancement and another is
fulfilling the organisation goals (Zweifel, 2013).
Recommendations
 Firstly, if an organisation promotes an on the job learning techniques with this,
every employee will be able to gain the newer set of skills and capabilities through the
process of continuous learning and will be able to grow themselves according to the
changing market requirements. Hence, such opportunities help them to encourage and
improve their skills and proficiencies.
 Encouraging open communication- in order to create higher performance culture
within an organisation there should be clear lines of communication in between the
managers, team members and the external stakeholders including suppliers and
customers.

Management, people and team 5
 Providing transparency in terms of financial status so that the employees should
know about the company is doing. By doing this, employees will gain trust and prove
beneficial for the company’s future prospectus. Hence, by the maintenance of
transparency in between employees and company leads in maintaining the more of
employee engagement as through this employee will be aware about how the
company is performing in the market and will understand the goals and targets of the
company for the overall progress (Pulakos, et al, 2012).
 In order to improve the employee’s retention CST should be more flexible with their
working condition, other than this, the company should be generous with praise and
recognition. Company should uncover strategies to reward their employees and if an
employee will be satisfy with its salaries and rewards will work with more dedication
and hence through this companies performance will wonders in lesser time (Rampton,
2018).
 In order to improve the lower performance the company should provide performance
support technology likewise through the adoption of coaching and the different
resources, technology which will assist the worker being more accurate and efficient
and will work within the flow (Kontoghiorghes, 2016).
 For the instant and the consistent improvement of employee, company should make a
combination of rewards and non-monetary benefits on some particular time. Hence,
such aspects helps in enhancing the poor performance, improves the lower
engagement and helps in improving retention of employees with creating higher
performance culture within an organisation (Bedarkar, & Pandita, 2014).
Case- study of Starbucks-
Starbucks has a strong and an amazing culture because companies and employees
both work by considering the values. As employees over there are considered as partners
which helps them in encouraging to become involved in the company and helps in
contributing the generated ideas about growing the business as well as improving the
products quality and customers retention. Moreover, leaders also transmit the culture in
which managers are very responsible for relying over the Starbucks culture directly to
employees.
Employees over there receive the extensive training in terms of products and service
standards, to handle and greet their customers and shaping the stores atmosphere. Starbucks

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stats that they spend more over workers training aspect rather than spending over advertising
in order to maintain the employees’ engagement and improve customers satisfaction.
Starbucks have also requires their managers to generate the transparent dealings with
their dealers and vendors and they also adopts open communication aspect with their partners
or employees, so that the effective performance within the organisation can be generated. The
company also adopts certain innovative change, which helps them in developing the flexible
solutions to problems. Along with this they also acknowledges the importance of meetings its
fiscal responsibilities and treating their employees well. Moreover, Starbucks through the
adoption of high performance strategy, they can enhance an employee morale and leads to the
high level of involvement. Hence, through this, there is building of team spirit within
employees and deepen their connections for overall performing and enhancing the team based
high performance culture within Starbucks (Schultz, & Gordon, 2012).
Case study of Siemens
Another case study in relation to the higher performance culture of Siemens majorly
highlights about the higher performance team in which all the team members works towards
the shared targets with the sense of responsibility in order to improve the overall results of the
business. As Siemens considers all employees as their part of success. Through the adoption
of effective leadership aspect, employees are under guidance of managers, which provide
guidance and support to utilize their full potential and leads to the organisation success
(Seong, 2011).
Every aspect of an organisation is transparent and flexible as employees of Siemens
are clear about the impact of their performances and consequences for their development.
Every employee of an organisation works over the company’s objectives and strategies for
overall development and success of the organisation. Hence, for Siemen organisation
employees’ engagement, retention and their performances really matters as through this a
positive environment and culture is set of an organisation. Through the adoption of open
communication and generating trust helps the organisation for creating the high performance
culture within Siemens. Hence, employees of this organisation are nurtured and having a
support, which helps in working towards the common goal and finally leads to the
maintenances of team, based high performance culture in which people with high
commitments led to the higher performances (Manzoni, 2012).

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Conclusion
From the above report, results states that, every organisation or an enterprise whether
it is big or small all requires a higher performance culture, for that organisation needs to
develop the flexible working schedules, prioritising employees decisions, generating the
confortable working environment and culture. Moreover, providing on the job training and
support to the employees, praising and recognising employees from time to time so that
employees engagement and retention should always be maintained within an organisation.
Keep on acknowledging employees when they meet the set targets through this an entire team
even harder to attain overall success. Encouraging the open communication and effective
leadership control also, leads to an improvement in team based high performance culture
within an organisation.

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References
Anitha, J. (2014). Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance
management, 63(3), 308
Bedarkar, M., & Pandita, D. (2014). A study on the drivers of employee engagement
impacting employee performance. Procedia-Social and Behavioral Sciences, 133,
106-115
Gleeson, B. (2018). The top 10 ways to improve the employee engagement for better results.
Retrieved from: https://www.forbes.com/sites/brentgleeson/2018/09/05/the-top-10-
ways-to-improve-employee-engagement-for-better-results/#16a3e1003889
Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent
management: satisfaction/motivation and organizational commitment as
mediators. The International Journal of Human Resource Management, 27(16), 1833-
1853
Manzoni, J. F. (2012). Building and Nurturing a High-Performance–High-Integrity Corporate
Culture. In Performance measurement and management control: Global issues (pp.
41-63). Emerald Group Publishing Limited
Pulakos, E. D., Mueller-Hanson, R. A., O’Leary, R. S., & Meyrowitz, M. M. (2012).
Building a high-performance culture: A fresh look at performance
management. Effective Practices Guidelines Alexandria, VA: SHRM Foundation
Rampton, J.(2018). 10 ways to employees’ retention. Retrieved from:
https://www.inc.com/john-rampton/10-ways-to-improve-employee-retention.html
Schultz, H., & Gordon, J. (2012). Onward: How Starbucks fought for its life without losing
its soul. Rodale books
Seong, J. Y. (2011). The effects of high performance work systems, entrepreneurship and
organizational culture on organizational performance

Management, people and team 9
Tikson, S. D. S. (2018). Human Resource Policies and Work Culture: A Case of
Starbucks. Jurnal Bisnis, Manajemen, dan Informatika, 15(1), 1-12
Zweifel, T. D. (2013). Culture Clash 2: Managing the Global High-Performance Team.
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