High Performance Cultures

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Introduction
The meaning of focusing on performance
Description of the organization currently employed
Shaping a high-performance culture
Conclusion
References

Introduction

The title of the article “High-performance cultures: How values can drive business results” by Rosenthal & Masarech (2003) is appropriate for the assignment as it vividly captures what the material seeks to explain. The topic’s effectiveness is demonstrated in the explanation employed in the article, most of which depict how organizational culture enhances business results.

The writer has backed the heading with substantial examples to drive home his feeling about high-performance cultures. Also, the writer is building the relevance of the title to the study by his introductory remarks which creates interest and captures attention (Rosenthal & Masarech, 2003). The negative description of the IT group before it employed organizational culture and the paradigm shift after engaging sound cultures is commendable.

The meaning of focusing on performance

Organizational culture is a vital element in any organization. An organizational culture entails the behaviors and practices employed in an organization with the sole aim of bringing success and keeping an organization competitive (Wikipedia, 2010). Strong organization culture fosters the image of the firm in the industry, and it helps attract and retain competent employees.

According to the article, organizational culture is entwined with the objectives of the firm. These behaviors and practices play a core role in decision-making. Also, it helps build a mutual relationship between employees. With a strong culture, employees will enjoy the equitability brought about by the culture.

The diverse beliefs of employees are moderated by the common culture of an organization; this, therefore, helps create a favorable environment for teamwork. This internal relationship is a plus to the organization, as the employees will be working towards the achievement of the postulated objectives. The general impact of this will be improved services to clients and ultimately organizational success.

According to the article, an organizational culture develops employee commitment towards the organization, and although the labor market may be appealing, individuals will be contented to remain in a given organization (Rosenthal & Masarech, 2003).

However, the writer fails to address a situation where an organization has several conflicting cultures. The steps that can be used to ensure the diverse culture existing in a single organization are aligned to the firm’s objectives. However, a strong culture is beneficial to the firm as it helps it achieve its set objectives through constant motivation.

Description of the organization currently employed

Banking is one of the sectors with massive market competition in contemporary society. For over a decade, I have been working in the sector. Corporate culture is necessary for a bank to be sustainable and keep the pace of the market competition. Customers are of utmost importance, and their welfare should be taken care of if an organization is to be successful.

With the stiff competition, customers move to places where they feel taken care of and valued. The employee fraternities are also seeking for greener pastures and movement is ultimate daily. In my opinion, the organization resides in the 4th quadrant. The organization has increased its customer base over the years.

Moreover, the company has been ahead of its competitors about the profits and corporate responsibility success. The firm has over the years developed a strong culture that has kept the workers motivated and hence retaining and attracting competent brains. The firm has been able to align its vision with the culture developed by the firm for many years.

A small number of employees have left the firm for other competitors. The constant innovation and customer service has helped the firm keep its competitive edge over its competitors. Moreover, a strong culture has ensured efficiency in employee service and performance. The firm above achievement has resulted in the sustainable success of the firm, courtesy of worker inspiration and results.

Shaping a high-performance culture

The understanding of company mission and values by employees is important for the success of a company. The management responsible for the formulation of strategic plans, therefore, needs to engage their employees before designing a blueprint to guide the achievement of the same. Communication and assigning of competent personnel to see through the mission by molding necessary values to the same are important.

According to exhibit 5 in the article, my company values are embedded in day-to-day operations (Rosenthal & Masarech, 2003). The management is responsible for the communication of company mission and values to the employees. By the banking firm, I am currently working with, workshops are undertaken to orientate the new employees on the mission and values treasured by the firm.

Also, the assigning of roles is by individual expertise is done. The firm has also empowered different departments to nurture values that are in line with the company’s objective to help achieve the company’s main goal of making profits and maintaining its competitive edge.

Moreover, the company has established a compensation and benefits system that has continually advanced the values. This has been through the compensation given to performers and rewarding efforts that are in line with the company’s mission (Schein, 2010).

Conclusion

In conclusion, organization culture is directly related to its success. In this competitive edge, a firm with an influential culture will outpace organizations with a weaker culture. Also, employees tend to be attracted to firms they consider being compatible. Traditional companies, whose operations are under rigid management, need to be liberal to attract and retain both employees and clients as postulated in the article.

References

Rosenthal, J. & Masarech, M. A. (2003). High performance cultures: How values can drive business results. Journal of Organizational Excellence, 22: 3-18.

Schein, E. (2010). Organizational culture and leadership. Washington: John Wiley and Sons.

Wikipedia. (2010). Organizational culture. Web.

Click Here To Order Now!