National University of Modern Languages

NATIONAL UNIVERSITY OF MODERN
LANGUAGES
PERFORMANCE MANAGEMENT
MBA IV (EVENING)
L-21224
SUBMITTED BY:
ZAHID MEHMOOD
SUBMITTED TO:
MAM ZULAIKHA MAHMOOD
Question:
According to you, what factors are needed for creating a high performance culture?
High performance culture

A high-performance culture is a set of behaviors and norms that leads an organization to
achieve superior results.
Factors
# 1 – CLEARLY DEFINE WHAT WINNING LOOKS LIKE
Look across the entire organization and define what it looks like from a variety of
perspectives – sales, marketing, customer service, procurement, finance etc.
#2 – SPELL OUT YOUR “PREFERRED CULTURE”
In the same way that leaders shape and communicate a vision, they also spell out a picture
of the culture they are striving for.
This can often be just a set of guiding principles or values, but the best seem to go further
by establishing preferred behaviors that support these values : Which aspects of our
current culture are we happy/unhappy with? What preferred behaviors do we need to
create the culture we want? What behaviors actually get rewarded round here? Which
unacceptable behaviors are actually tolerated here? How do we measure up against each
of our preferred behaviors?
#3 – SET STRETCH TARGETS
Employees tend to rise to the standard set for them. The more you expect, the more they
will achieve. But there is a fine line between good stretch targets , which can energize an
organization, and bad ones, which can dampen morale
#4 – CONNECT TO THE BIG PICTURE
The majority of employees want to be a part of a compelling future, want to know what is
most important at work and what excellence looks like. For targets to be meaningful and
effective in motivating employees, they must be tied to larger organizational ambitions .
Employees who don’t understand the roles they play in company success are more likely to
become disengaged. No matter what level the employee is at, he should be able to
articulate exactly how his efforts feed into the broader company strategy
#5 – DEVELOP AN OWNERSHIP MENTALITY
When individuals understand the boundaries in which they can operate, as well as where
the company wants to go, they feel empowered with a freedom to decide and act, and
most often make the right choices. They begin to think and act like an “owner”
#6 – IMPROVING PERFORMANCE THROUGH TRANSPARENCY
By sharing numbers with employees, you can increase employees’ sense of ownership .

However, being open is not enough. You need to be sure your employees are trained to
understand financial statements and have enough insight into their own jobs to know how
to affect the numbers. Focus on additional metrics besides the financial ones. Employees
who are not in the financial world will be able to relate better to the results and will feel
more included in the process
#7 – INCREASE PERFORMANCE THROUGH EMPLOYEE ENGAGEMENT
Employees who are engaged put their heart and soul into their job and have the energy
and excitement to give more than is required of the job. Engaged employees are
committed and loyal to the organization
#8 – STORYTELLING
Storytelling can be a powerful tool when you want to drive organizational change and
performance improvement. The leaders must be able use stories to motivate their
employees to achieve more than they thought possible
#9 – INTERNAL COMMUNICATION
Internal communication need to be on the top of the agenda – Have they heard the
message? Do they believe it? Do they know what it means? Have they interpreted it for
themselves, and have they internalized it?
#10 – TAKING THE TIME TO CELEBRATE
Do remember to celebrate milestones once they have been reached. Taking the time to
celebrate is important because it acknowledges people’s hard work, boosts morale and
keeps up the momentum. If you want something to grow, pour champagne on it
Conclusion
Organizational culture is increasingly understood as a critical element in the creation of
high performance workspaces. A company’s prevailing values, atti tudes, beliefs,
arti facts, and b e h a v i o r s a l l c o m p r i s e i t s c u l t u r e a n d h e l p t o c r e a t e a s e n s e
o f o r d e r , c o n ti n u i t y , a n d commitment. Not only does the corporation as a whole have
a culture, but it commonly contains numerous subcultures. Understanding culture at both
levels is important because one workspace
design will not necessarily best support differing work cultures. A diagnostic instrument,
with demonstrated validity and reliability, has been developed that classifies organizations
into four different cultural types: Collaborate (clan), Create (adhocracy), Compete
(market), and Control (hierarchy). Each of these has different operational characteristics
that correlate with different environmental features and qualities. Assessing a company’s
culture and subcultures provides workplace planners and designers with a foundation on
which to structure an environment to support the way an organizati on functi ons
and expresses itself. The bott om line in using organizational culture assessments is
to help create workplace solutions with both internal and external benefits that ultimately
result in improved business performance.

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NATIONAL UNIVERSITY OF MODERN

High performance culture

# 1 – CLEARLY DEFINE WHAT WINNING LOOKS LIKE

#2 – SPELL OUT YOUR “PREFERRED CULTURE”

#4 – CONNECT TO THE BIG PICTURE

#5 – DEVELOP AN OWNERSHIP MENTALITY

#6 – IMPROVING PERFORMANCE THROUGH TRANSPARENCY

By sharing numbers with employees, you can increase employees’ sense of ownership .

#10 – TAKING THE TIME TO CELEBRATE

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