Dynamics of High Performing Organizations
The Dynamics of High Performing Organizations:
Managing the Human Side of Business
Sharon Williams
Article Critique
February 07, 2012
Dr. Steven Cates
Columbia Southern University
The Dynamics of High Performing Organizations
Managing the Human Side of Business
Bibliographic Citation
Cascio, W., & Boudreau, J. (2011). The Dynamics of High Performing Organizations: Managing the Human Side of Business. Journal, American Management Association. Volume 40, Issue 4, Pages 243-334 (October-December 2011). I. A Brief Introduction of the Article: This particular article published by Cascio and Boudreau (2011) emphasis and focus was about the Dynamics of High Performing Organizations. Specifically, the authors recognizable notion was built upon knowing that there are many features that will influence the dynamics of a team or firm, such as headship, executive management styles, the number of staff members, whether it is family-owned versus publicly traded, the physical location as well as the employable residents in the area, etc. Cascio and Boudreau (2011) have collected vast pertinent information as to what pushes and/or drives successful organizations, executives and employees. They have established that high performance organizations are driven and/or powered by high performance individuals. It is evident that high performance individuals, the greatest of the greatest, are motivated by a precise set of traits and developmental characteristics. Cascio and Boudreau (2011) suggest that these various personalities can quickly identify which applicants have them, and which do not. Moreover, Cascio and Boudreau (2011) argue that there are four specific personality traits that influence performance dynamics. Similarly, the four key driven personality traits that are known to control and push high performance individuals are strength driven by energy, governance, trained driven by discipline and attractiveness of people. They
Managing the Human Side of Business
Sharon Williams
Article Critique
February 07, 2012
Dr. Steven Cates
Columbia Southern University
The Dynamics of High Performing Organizations
Managing the Human Side of Business
Bibliographic Citation
Cascio, W., & Boudreau, J. (2011). The Dynamics of High Performing Organizations: Managing the Human Side of Business. Journal, American Management Association. Volume 40, Issue 4, Pages 243-334 (October-December 2011). I. A Brief Introduction of the Article: This particular article published by Cascio and Boudreau (2011) emphasis and focus was about the Dynamics of High Performing Organizations. Specifically, the authors recognizable notion was built upon knowing that there are many features that will influence the dynamics of a team or firm, such as headship, executive management styles, the number of staff members, whether it is family-owned versus publicly traded, the physical location as well as the employable residents in the area, etc. Cascio and Boudreau (2011) have collected vast pertinent information as to what pushes and/or drives successful organizations, executives and employees. They have established that high performance organizations are driven and/or powered by high performance individuals. It is evident that high performance individuals, the greatest of the greatest, are motivated by a precise set of traits and developmental characteristics. Cascio and Boudreau (2011) suggest that these various personalities can quickly identify which applicants have them, and which do not. Moreover, Cascio and Boudreau (2011) argue that there are four specific personality traits that influence performance dynamics. Similarly, the four key driven personality traits that are known to control and push high performance individuals are strength driven by energy, governance, trained driven by discipline and attractiveness of people. They