| HIGH PERFORMANCE ORGANIZATION |
TRADITIONAL ORGANIZATION |
Customer focused.
|
Internally focused. |
| Decentralized structure with autonomous, self-regulating
work units. |
Centralized and bureaucratic structure. |
| Planning and coordination done by work teams. |
Planning and coordination done by management. |
| Jobs are broadly defined and employees possess multiple
skills. |
Specialization and narrowly defined jobs.
|
There may be many ways to achieve same level of performance.
|
Standardization of performance. There is one single best
way to do a job, |
Minimum of rules. Values and common sense govern behavior.
|
Uniform and strictly enforced policies. Do things by the
book,
|
Department boundaries determined by task inter-relationship
(product or process focused).
|
Department boundaries determined by similarity of function
(e.g. Engineering, Manufacturing, etc.) |
Training focuses on total employee development (e.g. business
understanding, teamwork, etc.)
|
Training focuses on technical skills. |
Rewards based on contributions to effectiveness of team.
|
Rewards based on individual performance, |
Employees viewed as partners.
|
Employee viewed as tools of management. |
Quality of life of employees is imperative to company.
|
Alienated and unhappy employees accepted as given of industrial
life. |
