Defining and creating a high performance organisation

Article


Willcoxson, Lesley. 2000. "Defining and creating a high performance organisation." Australian Journal of Management and Organisational Behaviour. 4 (1), pp. 100-106.
Article Title

Defining and creating a high performance organisation

Article CategoryArticle
Authors
AuthorWillcoxson, Lesley
Journal TitleAustralian Journal of Management and Organisational Behaviour
Journal Citation4 (1), pp. 100-106
Number of Pages7
Year2000
Place of PublicationToowoomba, Australia
Web Address (URL)http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/AJMOBarticles/High%20performance%20organisationsWillcoxson.pdf
Abstract

Although the number of books on the topic would seem to indicate the existence of clearly defined strategies for achieving organisational high performance, the concept of high performance is in fact subject to diverse interpretations. This paper will examine the concepts of high performance arising from a humanistic and from a rational process framework, before looking at the leadership issues associated with each of these frameworks and the impact of context upon the capacity for high performance. Finally, discussion will focus upon actions and leverage points that have the potential to impact fundamentally upon performance.

Keywordsorganisational high performance; organisational effectiveness; effective leadership; leadership roles
ANZSRC Field of Research 2020520104. Industrial and organisational psychology (incl. human factors)
470108. Organisational, interpersonal and intercultural communication
350711. Organisational planning and management
Public Notes

© L. Willcoxson

Byline AffiliationsManagement Development and Research Centre
Institution of OriginUniversity of Southern Queensland
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