Defining and creating a high performance organisation

Willcoxson, Lesley (2000) Defining and creating a high performance organisation. Australian Journal of Management and Organisational Behaviour , 4 (1). pp. 100-106. ISSN 1440-4567

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.


Statistics for USQ ePrint 14036
Statistics for this ePrint Item
Item Type: Article (Commonwealth Reporting Category C)
Refereed: Yes
Item Status: Live Archive
Additional Information: © L. Willcoxson
Faculty / Department / School: Historic - Faculty of Business - No Department
Date Deposited: 30 Nov 2007 11:47
Last Modified: 22 Feb 2017 04:42
Uncontrolled Keywords: organisational high performance; organisational effectiveness; effective leadership; leadership roles
Fields of Research : 17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
20 Language, Communication and Culture > 2001 Communication and Media Studies > 200105 Organisational, Interpersonal and Intercultural Communication
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150312 Organisational Planning and Management
Socio-Economic Objective: E Expanding Knowledge > 97 Expanding Knowledge > 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
URI: http://eprints.usq.edu.au/id/eprint/14036

Actions (login required)

View Item Archive Repository Staff Only