What Makes A High Performance Organization: Five Validated Factors of Competitive Advantage That Apply Worldwide

André A. de Waal

ISBN 10: 1906403821 / ISBN 13: 9781906403829

Editore: Global Professional Publishing, 2012

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UK stocked, available immediately. Hardcover, published by Global Professional Publishing in 2012. A very good copy, with unmarked text. The unclipped dustjacket is in very good condition, with just a tiny closed tear at the top corner.

Codice articolo sk10qwp782

Dati bibliografici

• Titolo: What Makes A High Performance Organization: Five Validated Factors of Competitive Advantage That Apply Worldwide
• Editore: Global Professional Publishing
• Data di pubblicazione: 2012
• Lingua: Inglese
• ISBN 10: 1906403821
• ISBN 13: 9781906403829
• Rilegatura: Very Good
• Edizione: seconda edizione
• Condizione della sovraccoperta: sovraccoperta

Descrizione articolo

Riassunto

This book will show companies and managers how to achieve better financial results than their competitors over the next 5-10 years by transforming themselves into HPOs: High-Performance OrganizationsIt has been extensively researched by the author, including: (a) review of 292 studies into business high performance and excellence(b) personal survey of close to 2500 organizations throughout the world(c) collection of numerous in-depth case studies of high performing companies representing nearly every continentAs a result of all this research, the book s author Dr. Andre A. de Waal has been able to develop and practice an HPO framework tool on 200 organizations since 2006, both profit and non-profit, even as his research goes on. His insightful conclusions from this work coupled with his intensive research will prove crucial for management decision-makers who seek to dramatically improve their companies. Why is this book is needed now? We are in a severe recession, though the economy has been picking up, growth will continue to be slow for many years to come. This book makes it possible for a company to accelerate its growth. Also, customers worldwide have been growing more demanding and vocal especially as complaints about an organization can now spread like wildfire on the Internet. Thus becoming an HPO ensures a company stays competitive and maintains high levels of customer satisfaction"

Recensione

From the Author Managers are expected to realize the goals of their organizations by achieving outstanding performance in their organizational unit, even as they are under constant pressure to deal effectively with the current business environment. Managers are thus extremely pressed for time, and in need of a strong focus on what really must be done to improve performance. My book, including the HPO Framework, is intended for anyone interested in improving an organization via a scientifically validated framework as opposed to depending on the latest management fad. But what are the benefits of applying the HPO Framework? Since the first publication on the HPO Framework in 2007, many organizations worldwide have worked with the HPO Framework, and many new research studies have been based on the framework. This made it possible to evaluate the financial and non-financial benefits that applying the HPO Framework can bring to organizations. These benefits consists of the following: · A better employee attitude. Employees feel and take more responsibility for improving the organization's products, services and processes. They take more initiative and the degree of innovation increases. More new products and services are brought to the market place, in shorter time spans. There is also a more positive mentality and higher engagement. · Better cooperation inside and outside the organization. Employees cooperate more and better, both internally with colleagues of other departments as externally with suppliers and customers. They are more open to ideas from other people and they see themselves as part of an organizational value chain which has to function effectively along all its links. There are better and more frequent dialogues between managers and employees, and also between organizational units. · A better organization. The organization has a more unique strategy compared to its peer group. This uniqueness can be found either in the content or the execution of the strategy, and often in both. This sets the organization clearly apart from its competitors, which raises its attractiveness to new customers and potential employees. There is more focus and discipline. Employees also feel a strong corporate social responsibility. This makes that the organization enjoys a better reputation both in the business community and in society in general. · Better financial results. The abovementioned --André A. de Waal