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HPO: Turning FIA into a High(er) Performance Organization

HPO: Turning FIA into a High(er) Performance Organization. HPO Discussion. A bit about HPO What should we do with it?. What is HPO?. An organizational model A philosophy An organizational development seminar put on by John Pickering. HPO in a Nutshell. Kinds of Work Technical

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HPO: Turning FIA into a High(er) Performance Organization

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  1. HPO: Turning FIA into a High(er) Performance Organization

  2. HPO Discussion • A bit about HPO • What should we do with it?

  3. What is HPO? • An organizational model • A philosophy • An organizational development seminar put on by John Pickering.

  4. HPO in a Nutshell Kinds of Work • Technical • Management • Leadership

  5. HPO in a Nutshell The Nature of Work • Farmer/crafts (subsistence)

  6. The Evolution of “THE NATURE OF WORK” Subsistence FarmingCRAFTS PHASE before 1800 M L T Work is Holistic

  7. HPO in a Nutshell The Nature of Work • Farmer/crafts (subsistence) • Industrial (reductionist)

  8. The Evolution of “THE NATURE OF WORK” INDUSTRIAL ENGINEERS “SCIENTIFIC MANAGERS” 1900 Division of Labor • Vertical • Horizontal L OWNERS EXECUTIVES Upper Class INDUSTRIAL PHASE M M M MANAGERS FOREMEN T T T T T LABOR Working Class

  9. HPO in a Nutshell The Nature of Work • Farmer/crafts (subsistence) • Industrial (reductionist) • Networked Talent Model

  10. The Evolution of “THE NATURE OF WORK” Leadership Team 2000 NETWORKED TALENTMODEL M L TS T M L M L TS TS T T M L M L TS TS T T Management Team Task Team

  11. HPO in a Nutshell Leadership styles: • S1 (Exploitative/autocratic) • S2 (Benevolent autocratic) • S3 (Consultative) • S4 (Participative) • S0 (Laissez faire)

  12. LIKERT’S ORGANIZATIONAL “SYSTEMS”* SYSTEM “ZERO”**(Laissez Faire) Higher Level(comes from outside org.) Mixed (but mostly within tech. areas) Mixed(but mostly on technical issues) Mixed(often avoided) Mixed(sometimes not set at all) Mixed (positive toward job but not org.)Mixed(poor to good) SYSTEM 1(ExploitativeAutocratic) SecurityMoney None DownOnly Boss Alone Top Down Hostile Mediocre SYSTEM 2(BenevolentAutocratic) Status Little MostlyDown Boss Mostly, Some Technical at 1st Level Top Down Mixed(toward negative) Fair to Good SYSTEM 3(Consultative) GrowthRecognition Some UpandDown Boss Focused: Asks, Decides, Explains At Top, withConsultation Mixed(towardpositive) Good to Excellent SYSTEM 4(Participative) IdentityAchievementInfluence Much Up, Down, and Sideways Team Based Group Participation Favorable Excellent EMPLOYEEMOTIVATION TEAMWORK COMMUNI-CATION DECISION MAKING GOALS SET EMPLOYEE ATTITUDES OUTPUT * Adapted from Rensis Likert, The Human Organization, (New York: McGraw-Hill, 1967) ** Adapted from Marvin Weisbord, “Why Organizational Development Hasn’t Worked (So Far) in Medical Centers” Health Care Management Review (Spring, 1976).

  13. Diagnostic Questions • What is HP for us?

  14. HPO in a Nutshell Generic Definition of High Performance: • Quality products/services • Outstanding customer value • Sound financial performance

  15. HPO in a Nutshell Generic Definition of High Performance • Good, • Fast, AND • Cheap (“pick three”)

  16. Diagnostic Questions • What is HP for us? • How do we know if we are HP? • According to whom are we HP? • Why should we be HP? • Are we doing the right “what”? • How good are we at it? • How do we treat each other and out customers?

  17. The Work of Leadership • Customer analysis • Vision/Values => Strategy/Structure/Systems • Organizational Stewardship • Learning/Thinking/Changing/Renewing • Enabling/Empowering/Energizing

  18. Who is responsible for doing the “work of leadership”?

  19. The Evolution of “THE NATURE OF WORK” Leadership Team 2000 NETWORKED TALENTMODEL M L TS T M L M L TS TS T T M L M L TS TS T T Management Team Task Team

  20. HPO in FIA • FIA is a huge, complex program. • Investing in organizational development has correspondingly huge potential payoffs.

  21. Return on Investment Cost of HPO training: • $14,000 for consultant. • Time, travel for participants. Benefits of HPO training: • More efficient, effective organization?

  22. Discussion • Other views on the training experience? • Agreement that FIA should do make continued investments in OD? • Should it be HPO, or something else? • How to proceed?

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