High Performance Organization Model

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  • Start off by telling story about professional development/executive leadership programsGive background on purpose of presentation; plays into symphony and meaning elementsLearn more about characteristics of HPOPoint out that we do a lot of HPO processes, but we need to make the link of each activity to a the bigger picture
  • Give background on the prestige of the party planning committee in The Office
  • Go to the 30 second mark of video
  • This clip doesn’t have a whole lot of meaning other than you really can’t achieve great results if our employees aren’t in an environment that fosters continual learning
  • High Performance Organization Model

    1. 1. BUILDING <br />HIGH-PERFORMANCE ORGANIZATIONS <br />IN THE <br />CITY OF SOUTHLAKE<br />
    2. 2. What is a high performance organization?<br />High performance organizations (HPOs)<br />HPOs are intentionally designed to:<br />Bring out the best in people<br />Produce organizational capability that delivers sustainable organizational results<br />HPOs place people first <br />Knowledge based economy<br />2<br />
    3. 3. What is a high performance organization?<br />Emphasis on intellectual capital<br />Intellectual capital is the foundation for HPOs<br />Organize work-flow around key business processes and use work teams within these processes<br />3<br />
    4. 4. Key Components of HPO<br />4<br />
    5. 5. Key Components of HPO<br />Employee<br />Involvement<br />Employee involvement<br />The amount of decision making delegated to workers at all levels<br />Employee involvement can be visualized on a continuum:<br />5<br />
    6. 6. Employee<br />Involvement<br /> “I know of no safe depository of the ultimate powers of a society but the people themselves, and if we think them not enlightened enough to exercise their control with a wholesome discretion, the remedy is not to take it from them, but to inform their discretion.”<br />Thomas Jefferson, 1820<br />6<br />
    7. 7. How do high performance organizations operate?<br />Employee<br />Involvement<br />Southwest Airlines and employee involvement:<br />Flat and lean hierarchy<br />Heavy team emphasis throughout organization<br />Paper work minimized<br />Rapid decision making emphasized<br />People were empowered to do “whatever it takes” to get the job done<br />7<br />
    8. 8. Employee<br />Involvement<br />Discussion<br />City of Southlake and employee involvement:<br />What do we do right?<br />How can we improve?<br />8<br />
    9. 9. Employee<br />Involvement<br />Implementing Employee Involvement<br />Teach, mentor, and motivate<br />Provide knowledge, skills, and information required to make good decisions<br />Remove the barriers to empowerment; “bureaucracy busting”<br />9<br />
    10. 10. Employee<br />Involvement<br />“If you empower dummies, you get bad decisions faster.”<br />Rich Teerlink, CEO, Harley-Davidson, quoted<br />in Fortune, August 22 1994, p. 20.<br />10<br />
    11. 11. Employee<br />Involvement<br />Southlake IT Empowerment<br />6 Q’s to Empowerment:<br />Adheres to City’s values?<br />Legal and ethical?<br />Good for our customers?<br />Fit within SMS?<br />Within approved budgets?<br />Are you willing to stand behind your decision?<br />11<br />
    12. 12. Employee<br />Involvement<br />Southlake IT Empowerment<br />If the answers to these questions are “YES,” don’t ask permission;<br />JUST DO IT!<br />12<br />
    13. 13. Employee<br />Involvement<br />“For 25 years, you've paid only for my hands when you could have had my brain for nothing.”<br />A union president to Jack F. Welch, Jr., Chairman & CEO of General Electric Co. <br />13<br />
    14. 14. Employee<br />Involvement<br />Lessons from Dilbert<br />
    15. 15. Key Components of HPO<br />Self-directing work teams<br />Empowered to make decisions about planning, doing, and evaluating their work<br />Sometimes called self-managing or self-leading work teams<br />Important in HPOs due to:<br />Need to tap employees’ expertise and knowledge<br />Need for employees to manage themselves<br />Self-directing Work Teams<br />15<br />
    16. 16. How do high performance organizations operate?<br />Self-directing Work Teams<br />Southwest Airlines and self-directing work teams:<br />Longer term service teams<br />Ad hoc teams for specific projects or duties<br />Culture promotes cooperative activities<br />16<br />
    17. 17. Discussion<br />Self-directing Work Teams<br />City of Southlake and self-directing work teams:<br />What do we do right?<br />How can we improve?<br />17<br />
    18. 18. Implementing Employee Involvement<br />Self-directing Work Teams<br />Assemble the organization to accomplish the vision<br />Create mechanisms that align the parts to form an integrated whole<br />Requires stewardship; acting above “turf” as an agent of the whole<br />18<br />
    19. 19. Lessons from The Office<br />Self-directing Work Teams<br />
    20. 20. Key Components of HPO<br />Integrated technologies<br />Focus on providing flexibility in manufacturing and services and involves job design and information technology<br />Key components:<br />Just-in-time systems<br />Use of computers<br />Integrated Technologies<br />20<br />
    21. 21. How do high performance organizations operate?<br />Southwest Airlines and integrated technologies:<br />Integrated use of information technology in distribution, order entry, crew pairings, dispatching of flights, revenue management, schedule planning, and parts replacement<br />Integrated Technologies<br />21<br />
    22. 22. Discussion<br />City of Southlake and integrated technologies:<br />What do we do right?<br />How can we improve?<br />Integrated Technologies<br />22<br />
    23. 23. Implementing Integrated Technologies<br />High performing companies make strategic use of technology<br />Need to be willing to change at an accelerated pace – can’t keep the status quo<br />Utilize employee IT competency<br />Integrated Technologies<br />23<br />
    24. 24. Lessons from Dilbert<br />Integrated Technologies<br />
    25. 25. Key Components of HPO<br />Organizational learning<br />A way for organizations to adapt to their settings and to gather information to anticipate future changes<br />HPOs are designed for organizational learning<br />Organizational Learning<br />25<br />
    26. 26. How do high performance organizations operate?<br />Southwest Airlines and organizational learning:<br />Deeply rooted in Southwest’s culture<br />Letters and newsletters about company business<br />Managers encourage workers to spend time at jobs other than their own<br />Southwest’s “University for People”<br />Organizational Learning<br />26<br />
    27. 27. Discussion<br />City of Southlake and organizational learning:<br />What do we do right?<br />How can we improve?<br />Organizational Learning<br />27<br />
    28. 28. Implementing Organizational Learning<br />Encourage personal learning, renewal, growth, and change; requires seeking and using feedback<br />Build a continuously learning and improving organization<br />Redesign, reengineer, and reinvent key strategies, structures, and systems<br />Benchmark and study “best practices”<br />Organizational Learning<br />28<br />
    29. 29. Lessons from Dilbert<br />Organizational Learning<br />
    30. 30. Key Components of HPO<br />Process Improvement<br />A total commitment to:<br />High-quality results<br />Continuous improvement<br />Meeting customer needs<br />Tightly integrated part of HPOs<br />Encourages all workers to do their own quality planning and checking<br />Process Improvement<br />30<br />
    31. 31. How do high performance organizations operate?<br />Southwest Airlines and process improvement:<br />“Southwest Spirit” focusing on a strong work ethic, a strong desire for quality work, going beyond the call of duty, helping others, and doing the “right” thing<br />TQM qualities are reinforced by empowerment, learning, and communications devices<br />Process Improvement<br />31<br />
    32. 32. Discussion<br />Process Improvement<br />City of Southlake and process improvement:<br />What do we do right?<br />How can we improve?<br />32<br />
    33. 33. Implementing Process Improvement<br />Process Improvement<br />Redesign, reengineer, and reinvent systems to meet customer needs<br />Complete tasks right the first time<br />Continuous improvement<br />Need to ask if the activity is necessary<br />If so, can it be done better?<br />33<br />
    34. 34. Lessons from Dilbert<br />Process Improvement<br />
    35. 35. “It’s open season on bureaucracy, autocracy, and the waste and nonsense that grow in any large institution.”<br />Jack F. Welch, Jr., Chairman and CEO,<br />General Electric Company<br />Process Improvement<br />35<br />
    36. 36. How do high performance organizations operate?<br />Southwest Airlines as an HPO<br />Other HPO considerations: vision/direction setting package<br />“The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.”<br />Strategic elements in direction setting<br />Core values<br />36<br />
    37. 37. How do high performance organizations operate?<br />Southwest Airlines as an HPO<br />Other HPO considerations: the people<br />Attitude reflecting “Southwest Spirit” is a key hiring requirement<br />Attitude more important than other hiring qualifications<br />37<br />
    38. 38. How do high performance organizations operate?<br />Southwest Airlines as an HPO<br />Other HPO considerations: compensation<br />Flight attendants paid by the trip<br />Incentives for employee performance<br />Pilots’ salaries are comparable to other airlines but they fly 40% more hours<br />Profit sharing and 401k plans<br />Usual airline fringe benefits<br />38<br />
    39. 39. How do high performance organizations operate?<br />Southwest Airlines as an HPO<br />Other HPO considerations: outcomes<br />Highly satisfied employees<br />Strong commitment to the company<br />Low turnover<br />Strong performance on various productivity measures<br />Active in contributing to the communities in which it operates<br />39<br />
    40. 40. “Great leaders...inspire their followers to high levels of achievement by showing them how their work contributes to worthwhile ends. It is an emotional appeal to some of the most fundamental needs - - the need to be important, to make a difference, to feel useful, to be part of a successful and worthwhile enterprise.”<br />Warren Bennis and Bert Nanus, Leaders(NY: Harper & Row, 1985)<br />40<br />
    41. 41. Implementation Questions<br />According to whom are we high performance?<br />What does high-performance mean to us?<br />Our vision/values must be both articulated and lived, and our vision must be translated into a shared action plan; What values will guide us in achieving it?<br />41<br />
    42. 42. Implementing HPO in Southlake<br />How might we better implement HPO characteristics/components?<br />In our Departments?<br />In our Focus Area Cabinets?<br />To meet our strategic objectives?<br />42<br />
    43. 43. Discussion<br />43<br />

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