Case Study: Creating High-Performance Culture at ComSyst Technologies

This case study analyzes the challenges faced by ComSyst Technologies (CST) in Australia, particularly the decline in market share and employee-related issues. The assignment focuses on creating a high-performance team culture to address these problems. The analysis explores strategies to improve employee engagement, performance, and retention. The solution emphasizes empowering employees through feedback, participation in decision-making, and clear communication of organizational policies. Furthermore, it highlights the importance of diversity, training, rewards, and open communication to foster a positive work environment and reduce employee turnover. The assignment concludes by summarizing the key steps CST can take to cultivate a team-based culture and improve overall organizational effectiveness. References from relevant literature are included to support the analysis.

Running head: MANAGEMENT PEOPLE AND TEAMS
Management people and teams
Name of student
Name of University
Author note

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Table of Contents
Introduction..............................................................................................................................3
Discussions................................................................................................................................3
Conclusion.................................................................................................................................5

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Question 2: Creation of a team based high performance culture for ComSyst
Technologies for CST, Australia
Introduction
ComSyst Technologies is a major communications software and systems developer
that has been specialised in the delivery of defence and emergency services cross the defence
and emergency sectors in Australia, New Zealand, US, India, etc. Currently the market share
has declined and asp the major tenders have been lost to the competitors, which has also been
affected due to poor management of people. These issues have further been alleviated
because of the poor skills and performances among the workers, poor level of engagement
among the employees and also reduction of staff retention and resignations made by some of
the major specialists within the organisation (McCalla & Fitzpatrick, 2016). Moreover, the
gap in CST’S technical skills and capabilities have further created major issues for the
company, which should be dealt with the creation of a team high performance culture at
ComSyst Technologies or CST, Australia.
Discussions
From the analysis of these various issues experienced at ComSyst Technologies or
CST, Australia, it is clear that there is need to create a high performance culture at the
company so as to improve the effectiveness in managing the human resources while at the
same time, achieve the business goals and objectives with ease and effectiveness (Jiang &
Liu, 2015). The team based high performance culture should be formed with the help of
individual efforts and how they possess the skills and abilities to make effective decisions and
even own those decisions, thereby, facilitate higher level of engagement among themselves
and contribute to the business functioning much more easily (Ma et al., 2017).

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ComSyst Technologies or CST has strived towards formation of a high performance
team based culture so as to keep every employee satisfied while at the same time, ensure that
the employees follow specific organisational laws, policies and rules and even communicate
with each other within the workplace without any form of discrimination based on race,
religion, creed, culture, colour or ethnicity (Zweifel, 2013). The team based high performance
culture should also help in making them feel interested with their job roles and
responsibilities, thereby, understand the corporate culture properly and thus attribute to the
decision making factor while making evaluation of the prospective employer. This would not
only help in embracing a changed mind set but would also reduce the turnover of employees,
result in higher engagement, form a diverse workforce and empower people to make own
decisions by acquiring a sense of accountability too (Hoffmann et al., 2014).
The values and beliefs of the organisation must be clarified and communicated with
the employees so as to make them acknowledged with the shared vision, policies, mission
and goals, thus contribute to the overall effectiveness of the organisation. The reinforcement
of positive behaviours at ComSyst Technologies or CST should also make the employees
understand their roles and responsibilities properly, learn to adapt changes and negotiate with
the responsibilities for meeting the changes that are needed (Jacobs et al., 2013). They must
be provided with training and developmental sessions for enhancing their self-esteem as well
as remain motivated and encouraged to work more committedly. The encouragement of open
communication should create a good atmosphere where people should communicate with
each other and ensure smooth flow of information and messages to make things function
properly. The leader must play a major role in guiding the employees in the right direction
while even empowering them to share their ideas and opinions required to enhance the
efficiency of decision making process (Rabl et al., 2014). This should increase the level of
engagement of employees at ComSyst Technologies and even make them feel valued towards

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the organisation, thus, reduce the issues associated with the staff retention as well. The
turnover rate has increased, which could also be resolved with the help of providing them
with rewards and incentives so as to keep them motivated, encouraged and empower them to
commit themselves fully. A feedback rich culture is a key aspect for a team based high
performance culture and thus collecting the opinions and feedbacks of employees could help
in understanding how they feel about the culture, furthermore, identify the areas that require
changes or improvements for keeping engaged together (Aldag & Kuzuhara, 2015). This
would motivate them to share their feedbacks properly and even focus on what matters the
most, in order to create rooms for improvements and maintain high level of transparency and
openness too.
Conclusion
It was found from the assignment that to overcome certain employee related issues
such as decline in performances and skills, high turnover and lack of engagement, the culture
deteriorated. To ensure formation of a team based high performance culture at ComSyst
Technologies or CST, the company made sure to empower the employees through collection
of feedbacks, allowed them to take part in decision making process, communicated with them
about the organisational laws, policies and principles and provided rewards and training
sessions arranged for them to keep them engaged together. The prevention of discrimination
and employing people from different backgrounds and culture further helped in maintaining a
diverse workforce, which fostered the establishment of a team based high performance
culture effectively.

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References
Aldag, R., & Kuzuhara, L. (2015). Creating high performance teams: Applied strategies and
tools for managers and team members. Routledge.
Hoffmann, B., Müller, V., Rochon, J., Gondan, M., Müller, B., Albay, Z., ... & Parker, D.
(2014). Effects of a team-based assessment and intervention on patient safety culture
in general practice: an open randomised controlled trial. BMJ Qual Saf, 23(1), 35-46.
Jacobs, R., Mannion, R., Davies, H. T., Harrison, S., Konteh, F., & Walshe, K. (2013). The
relationship between organizational culture and performance in acute hospitals. Social
science & medicine, 76, 115-125.
Jiang, J. Y., & Liu, C. W. (2015). High performance work systems and organizational
effectiveness: The mediating role of social capital. Human Resource Management
Review, 25(1), 126-137.
Ma, Z., Long, L., Zhang, Y., Zhang, J., & Lam, C. K. (2017). Why do high-performance
human resource practices matter for team creativity? The mediating role of collective
efficacy and knowledge sharing. Asia Pacific Journal of Management, 34(3), 565-586.
McCalla, T., & Fitzpatrick, S. (2016). Integrating sport psychology within a high-
performance team: Potential stakeholders, micropolitics, and culture. Journal of Sport
Psychology in Action, 7(1), 33-42.
Rabl, T., Jayasinghe, M., Gerhart, B., & Kühlmann, T. M. (2014). A meta-analysis of country
differences in the high-performance work system–business performance relationship:
The roles of national culture and managerial discretion. Journal of Applied
Psychology, 99(6), 1011.

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Zweifel, T. D. (2013). Culture Clash 2: Managing the Global High-Performance Team.
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