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High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

Michael Beer

ISBN: 978-0-787-97228-8

Aug 2009, Jossey-Bass

416 pages

In Stock

$39.95

Description

How to create the high-performance, high-commitment organization

Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

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Preface xi

1 Introduction 1

PART ONE: THE HIGH COMMITMENT, HIGH PERFORMANCE ORGANIZATION 17

2 Pillars of High Commitment, High Performance Organizations 19

3 Principled Choice and Discipline Are Essential 51

4 Building the High Commitment, High Performance System 79

PART TWO: WHAT STANDS IN THE WAY 91

5 Hidden Barriers to Sustained High Commitment and High Performance 93

PART THREE: LEADERSHIP AND LEARNING CHANGE LEVERS 119

6 Lead a Collective Learning Process 121

7 Enable Truth to Speak to Power 157

PART FOUR: ORGANIZATION DESIGN CHANGE LEVERS 187

8 Manage Organizational Performance Strategically 189

9 Organize for Performance and Commitment 223

10 Develop Human and Social Capital 255

PART FIVE: TRANSFORMING THE ORGANIZATION 293

11 Embrace E and O Change Strategies 295

12 Epilogue 327

End Notes 333

Acknowledgments 369

Index 373

The Author 391

"Beer, author of High Commitment, High Performance, a book on business ethics recently published by Josey-Bass, posited three core reasons why Wall Street failed so badly in the fall of 2008: The firms lacked a higher purpose, lacked a clear strategy, and mismanaged their risk." (Business Week, August 17, 2009)