1. How can managers develop an organizational culture that encourages a high-performance system or a learning organization?
A high performance system is the idea that today’s organizations need continuing excellence and renewal as a way to bring innovation into our systems (Brown, 2006, p. 381). HPS calls for the removal of excessive layers of structure within the organization and the creation of a climate that encourages participation and communication across functional barriers (Brown, 2006, p. 381). The leader needs to display energy and zest for the task being worked on, the products and processes being developed, and fellow team members (Brown, 2006, p. 381). Leading by example is a popular way for managers to create excitement and electricity within the workplace (Brown, 2006, p. 381). Displays of enthusiasm tend to improve the morale and productivity of the workforce (Brown, 2006, p. 381).
2. Compare and contrast organization development and organization transformation. How are they similar or dissimilar?
Organizational development compromises the long-range efforts and programs aimed at improving an organizations ability to survive by changing its problem-solving and renewal processes (Brown, 2006, p. 4). It involves moving forward an adaptive organization and achieving corporate excellence by integrating the desires of individuals for growth and development with organizational goals (Brown, 2006, p. 4).
Organization transformation is defined as dramatic, abrupt, change to total structures, managerial processes, and corporate cultures (Brown, 2006, p. 399). It requires a redesign of everything in the organization, including the norms of the culture, the very soul of the organization (Brown, 2006, p. 399). Nothing is sacred, and there are few, if any, guidelines (Brown, 2006, p. 399).
The two are similar because they are both ways of helping make an organization better so it will be the best it can be....
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