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Team D Paper - Running head TRENDS IN AND MANAGING HIGH...

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Running head: TRENDS IN AND MANAGING HIGH PERFORMANCE WORKPLACE 1 Trends In and Managing High Performance Workplace Mary Barnes, Michaela Elder, Fetira Hall, Jana Thorson, Valerie Young, and Scott Ward University of Phoenix Organizational Behavior and Group Dynamics MGT307 Facillitator Andy Wagstaff November 15, 2010
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Trends In and Managing High Performance Workplace Intro An organization that has the ability to be classified as a high performance workplace had to make progressions along the way. There are clear identifiable characteristics that distinguish a higher performing organization from one that is not. Management followed, evaluated, and implemented trends in business with the hope of leading the organization in a direction that surpasses the typical traditional one. A journey of such uncertainty can cause stress levels to fluctuate for management and subordinates. The dynamics of an organization need to be in sync in order for an organization to achieve excellence. Strategically managing stress is the key to maintaining a prestigious status of a high performance organization. Characteristics of High Performance Workplaces The key to a high performance workplace or organization (HPO) is to know the vision, values, and purpose of the company or organization (Clemmer, 2001). Managers need to adjust to the ever-changing surroundings to ensure organization continues to move forward. Each organization is unique in the needs and values to be successful. There are several key characteristics that are common among high performance organizations and companies. Good managers know the importance of daily contact with customers and partners. Knowing what customers want and providing for their needs is vital (Clemmer, 2001). Today’s HPOs use various models for operational teams. These teams can be used to manage systems or be small subsystems of the bigger company (Clemmer, 2001). The company must make adjustments to product or service to stay competitive and be successful in its market.
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“Senior managers provide strong Context and Focus (vision, values, and purpose) and strategic direction to guide and shape the organization” (Clemmer, 2010, p. 1). This leads to subordinates who can keep their focus on the service and the products for the organizations customers. Another key characteristic of HPOs is solid team communication. Intertwining focused staff, like accountants and purchasing managers, with operational teams can help keep staff at a minimum and still provide accurate work (Clemmer, 2001). All in all, the most important characteristic in a HPO is management. Managers need to be organized, skilled in leading, directing, training, and coaching (Clemmer, 2001).
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