Essays on Managing High-Performance Organizations Coursework

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The paper "Managing High-Performance Organizations" is a great example of management coursework. My reflecting journal is based on the topic of managing a high-performance organization. This unit is specially designed to explain the relationship between HRM and general strategic management. It is useful in broadening my perspective of knowledge. It develops a conceptual framework of HRM activities and their impact on organizational performance. This unit is based on useful eleven modules and each module is of great importance. In this report, I will explain my experience and learnings that I have gained during the lectures.

Moreover, I will also give my reflection on each concept and also explain how I can apply these learning experiences in my future career as an HR practitioner. Module 1: Overviewing the HPO: What does HRM contribute? In this module, I have learned various concepts like what is HPO its nature, characteristics, and factors. Moreover, I also acquired a clear understanding of the model of HPO, strategy, designs and characteristics of HPO. The lecture also described what the contributions of HRM into the HPO are. The first thing I came to know in this lecture is what HPO is.

As HPO is a kind of organization that achieves the financial and non-financial result that is better than those of its peer group over a period of time of at least five or ten years (WAAL, 2008). The whole lecture was about characteristics, process, designs, factors, strategies and model of HPO just to make our understanding clearer by giving a detailed insight of HPO. The most interesting concept was the HPO model that will also help me in my future career as an HR practitioner as it gives different approaches to manage various important issues related to employees management.

A most important part of this lecture was to know about the contributions of HRM in HPO. Some of the important contributions are employee performance increases because of peer pressure, job involvement and for economic gain based on high performance (Lawler III, 2003) and HRM gives training to employee and this training makes the employee more compatible with HPO. Thus I found this lecture very interesting and important in understanding the other modules of this unit. Module 2: Leadership, Culture and the HPO  The concept that had been given in the lecture was revolving around leadership, culture and its impacts.

I have learned the concept of leadership, different types of powers in leaders, toxic leadership, contingency or situational model of leadership and issues related to leadership. Moreover, the other lecture gave an insight into organizational culture, its importance and impacts. I came to know that a concept of leadership is thus a chief tool of management which is identified with the ability to make a group perform effectively to achieve organizational goals (Kae, 1981).

The concept of toxic leadership was very valuable because I will helpful for me to analyze the characteristics of a good and bad leader. In future, I want to be a charismatic leader, through learning the concept of charismatic leader now I can inculcate the qualities of a good leader in my personality. Moreover, the concept of culture facilitated me to understand the impact of organizational culture on an employee. I was astonished to know that the cultural forces are very powerful as they reduce uncertainties, create social order, continuity, collective identity and long-term commitments, not that is needed is effective corporate culture.

References

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Clott, C. B. (2004). Perspectives on Global Outsourcing and the Changing Nature of Work. Business and Society Review, 153.

David Macleod, N. C. ( 2009). Engaging for Success: Enhancing Performance Through Employee Engagement. BIS.

Georg von Krogh, ‎. N. (1995). Knowledge Creation: A Source of Value.

Holbeche. (2005). The high performance organization. Creating dynamic stability and sustainable success. Butterworth Heineman: Oxford.

Kae, H. M. (1981). Organizational Behavior: Developing Managerial Skills. New York: Harper & ROW.

Koontz, H. (1966). Making theory operational in the span of management. the Journal of management studies.

Lawler III, E. E. (2003). HR as a strategic partner: What does it take to make it happen. Human Resource Planning, 15-29.

Lewin, K. (1952). change theory in the field and in the classroom: notes toward a model of managed learning.

Ricky Griffin, G. M. (1986). Organizational Behavior: Managing People and Organizations.

Sveiby, K. (1997). The new organizational wealth -managing and measuring knowledge based assets. San Francisco: Barret-koehler publisher.

WAAL, A. A. (2008). The Secret of High Performance Organizations . European School of Management.

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