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Achieving High Performance Management

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Achieving High Performance
What Needs to be Done? by Mark Armstrong, Glen Dale, Mayur Gandhi, Ben Reuhman & Joy Sipeli

Adapted from De Waal, A. (2010). Achieving High Performance in the Public Sector - What Needs to Be Done? Public Performance & Management Review, Vol. 34, (1), pp. 81–103.

Link to the actual presentation - http://prezi.com/svraf69ubzpe/?utm_campaign=share&utm_medium=copy&rc=ex0share

Welcome!
• Introduction
• Format of the show
• Soapbox
• Quiz at the end!

High Performance Organisations,
HPO
• Based on a paper from André A de Waal
• So what is a High Performance Organisation?
• What are the five factors that make it so?

Factor 1:
Quality Management
Characteristics
• Honest & courageous
• Self aware & agile …show more content…
Identifying excellent public sector manager profiles
2. Strengthen management resoluteness
3. Target and excel in the core competence of public sector organisations (i.e., client dedication)
4. Strengthen performance management process
5. Strengthen process …show more content…
Increase the quality of the workforce.

The HPO Framework
Organisations that achieve financial/nonfinancial results that are better than those of their peer group over a period of at least 5 to 10 years are defined as HPOs (De Waal, 2010).

HPO Factor 1: High Quality of Management (De Waal, 2010)
Management characteristics:
- Maintain trust relations with people at all organisational levels
- HPO managers live with integrity and are role models
- Apply decisive action-focused decision making
- Coach and facilitate employees to achieve better results
- Holds people responsible for results
- Effective communicators of the values and strategies of the organisation.

HPO Factor 2: Openness coupled with Action Orientation (De Waal, 2010)
- Targets the characteristics of an open culture and uses this to create dedicated results driven action.

Management characteristics:
- Opinions of employees valued
- Employee involvement – important business/organisational processes
- Risk-taking – experiments and mistakes allowed o Seen as opportunities to learn
- Welcomes/stimulates change

Communication, knowledge exchange, and learning utilised to generate new ideas/efficiencies within the organisation. This leads to the organisation being performance driven (De Waal,

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