CHARECTERISTICS OF HIGH-PERFORMANCE ORGANIZATION 1
Five Main Characteristics of a High-Performance Business Organization
Anastasiia M. Pavlyukova
Business Communication
Dr. Perrot
Bluefield College
April 21, 2015
CHARECTERISTICS OF HIGH-PERFORMANCE ORGANIZATION 2
The topic I have chosen is “High-Performance Organizations: Finding the elements of
Excellence”, I find it important because every company wants to be successful and perform at
high level. There is a big competition in any business field, so to be competitive the company
should find any way possible to do its best.
I used “Lotto” company as an audience. The company has a very good customer service
approach, when customers come in their shops; their staff is always in a good mood, very polite
and always tries to help customers to solve their problems. However, company’s strategic
approach leaves much to be desired, because their tennis shoes are not very high quality.
There was previous research done in this field. Gallup research suggests that there are six
crucial components for creating sustainable growth for high-performance organization. The
research tells that six main components of a high-performance company would be: implement an
effective performance management process, create empowerment and authority, increase
leadership capability at all levels of the company, develop a customer-centric strategy, increase
communication and collaboration, and enhance training and development. Gallup’s analysis
reveals that there is room for improvement even in the region’s highest performing businesses.
CHARECTERISTICS OF HIGH-PERFORMANCE ORGANIZATION 3
Five Main Characteristics of a High-Performance Business Organization
Numerous studies have been conducted in the given field.
Literature Reviewed
“High-Performance Organizations: Finding the Elements of Excellence” by Jay J. Jamrog – main
article, used as primary sources.
Secondary sources:
“The Keys to Building a High-Performance Culture” by Ehssan Abdallah tells the reader about
creating high-performance culture. There are six crucial components of a high-performance
company. Such as implement an effective performance management process, create
empowerment and authority, increase leadership capability at all levels of the company, develop
a customer-centric strategy, increase communication and collaboration, and enhance training and
development.
“The 8-Step Process for Leading Change” by John Kotter tells the reader that 70% of all major
transformation efforts fail because organizations do not take a consistent, holistic approach to
changing themselves, nor do they engage their workforces effectively. Organizations that do not
or cannot evolve in the permanent context of rapid change will not last. The author described
each step of the 8-step process for leading change. Such as create a sense of urgency, build a
guiding coalition, form a strategic vision and initiatives, enlist a volunteer army, enable action by
removing barriers, generate short-term wins, sustain acceleration, and institute change.
“The secret of High-Performance Organizations” by André A. de Waal tells the reader about the
five high-performance organization, such as high management quality, openness coupled with
action orientation, long term commitment, focus on continuous improvement and renewal, and
high workforce quality. This article also tells us that organizations which pay more attention to
CHARECTERISTICS OF HIGH-PERFORMANCE ORGANIZATION 4
the high-performance organization factors and score high on these consistently achieve better
results that their peers, in every industry, sector and country in the world. This study into high-
performance organizations shows what makes an excellent organization.
“Five Employee Retention Strategies for a High-Performance Environment” by Kyle Lagunas
explain the reader how high-performing employers can better retain these critical employees.
Author describes five things any organization can do to proactively combat turnover: hire
retainable employees; plan careers, do not fill roles; make retention personal; get to the heart of
underperformance; and invest in your line managers.
“Transformational Leadership: The Transformation of Managers and Associates” by Allen F.
Wysocki tells the reader that the role every manager must fill in the workplace is leadership.
