Development of High Performance Culture and Its Effects to The Firm Success

Yıl 2010, Sayı: 23, 273 - 282, 01.02.2010

Hüseyin Yılmaz Atila Karahan

Öz

As the leaders of professional services organizations examine and re-think their business models in light of an uncertain economy and a continually shifting marketplace, all components of their paradigm should be scrutinized for appropriateness, fit, and improvement potential. A key contributor to organization performance is its culture. Creating a high performance organisation is about more than creating the right processes and procedures and more than managing the numbers. To achieve consistent high performance requires the support of every person in the organisation from the boardroom to the shopfloor - a shared belief in the vision of the organisation and the capabililty of the team to acheive it. A high performance culture is the result of high performance actions. An organization should strive to implement actions which deliver the desired performance and assess the results of these actions on the culture. If these actions are successful, performance targets are achieved and a high-performance culture ensues. The pursuit of performance gains starts with defining an effective vision and mission, strategic planning and setting goals. Often organizations plan effectively and fail to act on their plan to achieve their goals, leading to poor performance. A High Performance Culture is something many organizations strive to achieve. Many have achieved it in their own unique and distinctive ways. However, certain fundamental common factors need to exist without which a “High Performance Culture” will not be created. Every business entity has a culture that serves as an operating system or framework for the organization. What an organization assumes, believes, values, accepts, promotes, produces and the way in which behavior occurs culture of the corporation. Organizational culture has a powerful effect on the performance and long-term effectiveness of organizations. Creating a performance culture requires a systemic approach to managing the performance of organizations, teams and individuals. In such a culture, people remain aligned through change and are actively supported in achieving continuous improved performance and superior business results. Organisations need to design a flexible and fluid organisational structure in order to meet the demands of the dynamic environment. Thus, a strong internal-oriented corporate value dimension of integration would be an added advantage. Creating a corporate culture of "trust" and "harmonious relationship" would strongly enhance the level of integration and unity within the organisation and among the organisational members in facing the external environment. High-performance organizations do not take their culture for granted. They plan it, monitor it and manage it so that it remains aligned with they want to achieve. Through the process of clearly defining your destination points, as well as creating your breakthrough model and operations plans, you will have explored both the 'what' and the 'how'. Completing and effectively communicating your strategic framework helps drive important components of the culture. When the destination is clear, people develop a sense of direction and focus, and this in turn contributes to a thriving culture and a successful journey. The culture of business can facilitate the speedy achievement of its business plan and can be the major cause of your success. The careful design and shaping of your corporate culture should be the driving force enabling results to happen. The purpose of an organisational culture is to shape the people and processes to deliver business results and customer satisfaction, retention and new business acquisition. The future direction and focus of shaping a business culture is to develop a competitive edge over so that your organisation becomes the obvious, and preferably the sole supplier, to the market. In today's fast changing external environment, the success of an organisation depends largely on how fast its can move from an old strategy to a new strategy. Thus, by having the right corporate cultural values, the support that the new direction will receive will greatly enhance the successful implementation of the new business strategy. This is especially true when an organisation operates in a dynamic and global environment where the prosperity and survival of the company largely depends on its ability to adapt to the changing environment. Having external driven corporate values such as adaptiveness, goal and action orientedness, as well as innovative and creative values should strongly enhance the development and implementation of effective and proactive business strategies. In the information age, having a comprehensive management and operating system enhances overall organisational efficiency. Yet, an effective control system would not be able to operate reliably in isolation. In order for a management and operating system to work reliably, it needs to be reinforced with good and relevant cultural value dimension like Integrity/Morality. The best control is self-control. If the employees lack self-discipline and personal integrity, no matter how effective the control systems are, they would be able to find ways to subvert initiatives. Besides, a comprehensive management system such as the appraisal and reward system is essential in supporting and motivating the employees to perform better. A corporate cultural value system that emphasises Goal and Action Orientation would reinforce employees' performance and make them strive for excellence in the long run. Based on this study, it is highly recommended that Singapore companies continuously strive to create, exemplify, and diffuse a high performance culture that will be able to sustain long-term competitiveness in the global market. This study intended to explore the conception of high performance culture and its development a theoretical framework for creating in organizations. After clarifying the conception of culture, organizational culture and high performance the author developed theoretical a framework to establish how high performance culture. Furthermore, he proposes responsibility of organization leader toward high performance culture. Finally, the discussion was focused on the examine how high performansce culture that contribute above business performance from a broader and more cultural standpoint

Anahtar Kelimeler

Culture, Organizational Cultural, High Performance Culture The type of study: Researh

Yüksek Performans Kültürünün Geliştirilmesi ve Firma Başarısına Etkileri

Öz

Her işletme, işletim sistemi fonksiyonu gören bir kültüre sahiptir. Bir örgütün varsayımları, inançları, değerleri, kabulleri, düzenlemeleri ve tüm bunlarıortaya koyma şekline ilişkin davranışlarıkurum kültürünü meydana getirir. Örgüt kültürü, örgütlerin uzun dönemli etkinliği ve performansıüzerinde güçlü bir etkiye sahiptir. Performans kültürünün yaratılması, bireylerin, takımların ve örgütlerin performansınıyönetmek için sistematik bir yaklaşımın ortaya konulmasınıgerektirir. Böylesi bir kültür içerisinde, performansın sürekli iyileştirilmesinde ve daha yüksek işletme sonuçlarına ulaşılmasında değişim sırasında uyumlu olurlar ve onu aktif olarak desteklerler. Bu araştırma, yüksek performans kültürü ve onun örgütlerde yaratılmasıiçin teorik bir çerçeve geliştirilmesini amaçlamaktadır. Yazar, kültür, örgüt kültürü ve yüksek performans kültürü kavramlarınıaçıkladıktan sonra yüksek performans kültürünün yaratılmasına dönük teorik bir çerçeve geliştirmiştir. Ayrıca yazar, liderin yüksek performans kültürüne dönük sorumluluğunu ortaya koymaktadır. Nihayet tartışma, daha genişve kültürel bir bakışnoktasından, yüksek performans kültürünün işletme başarısına katkısının incelenmesi üzerine odaklanmıştır.

Anahtar Kelimeler

Kültür, Örgütsel Kültür, Yüksek Performans Kültürü

Kaynakça

• Allaire, Y., Firsirotu, M. A., (1984), 'Theories of organizational culture', Organization studies, 5/3, 193- 226.
• Arslan, Mahmut, (2001), “Örgüt Kültürü”, Salih Güney (Editör), Yönetim ve Organizasyon, Nobel Dağıtım, Ankara, 2001, ss. 177-194.
• Aydoğan, Z. Ferhan, (2004), “Örgüt Kültürü ve İklimi”, G. Ü. Ticaret ve Turizm Eğitim Fakültesi Dergisi, 2004/2, ss. 1-18.
• Berberoğlu, Güneş, (1991), Karşılaştırmalı Yönetim, Anadolu Üniversitesi İİBF Yayınları, Eskişehir, s. 39.
• Beyer, Janice ve Cameron, Kim. (1997), Enhancing Organizational Performance. Washington, DC: National Academy Press.
• Cameron, Kim S. ve Quinn, Robert E., (1999), Diagnosing and Changing Organizational Culture. Reading, MA: Addison-Wesley.
• Campbell, Constance R. (2004), “A Longitudinal Study of One Organization’s Culture: Do Values Endure ?”, Mid-American Journal of Business, 19(2): 41-51.
• Drucker, Peter F. (1998), Sonuç İçin Yönetim, Çeviren: Bülent Toksöz, İstanbul: İnkılâp Kitabevi, s. 256.
• Erdoğan, İlhan, (1991), İşletmelerde Davranış, İstanbul Üniversitesi İşletme Fakültesi Yayını, İstanbul, s. 123.
• Gadiesh, Orit, (2006), Six Attributes of High-Performance Culture, Leader to Leader, Winter 2006, 57- 59.
• Gravenkemper, Steve ve Lori LePla (2009), School Advisor, 2009 Issue No. 1 (1), 16.
• Hamel, Gary, (2001), “Leading the Revolution (In Conversation with Gary Hamel)”, Ivey Business Journal, July/August.
• Healy P.M., G.P. Krishna, ve S.R. Ruback, (1992), “Does Corporate Performance Improve After Mergers?,” Journal of Financial Economics 31, (1992): 135-175.
• Hofstede, Geert, Harris Bond, Michael ve Chung-leung Luk (1993), “Individual Perceptions of Organizational Cultures: A Methodological Treatise on Levels of Analysis”, Organization Studies, 14 (4): 483-503.
• Juechter, W. Mathew, Fisher, Caroline ve Randall J. Alford (1998), Five Conditions For High- Performance Cultures, Training & Development, May 1998, s. 64.
• Kaliprasad, Minnesh (2006), The Human Factor II: Creating a High Performance Culture in an Organization, Cost Engineering, Vol. 48/No. 6 JUNE, ss.27-34.
• Kotter, J.P., ve Heskett, J.L. (1992), Corporate culture and performance. New York: Free Press.
• Köse, Sevinç, Semra Tetik ve Cuma Ercan, (2001), Örgüt Kültürünü Oluşturan Faktörler, Celal Bayar Üniversitesi İ. İ. B. F. Yönetim ve Ekonomi Dergisi, Cilt: 7, Sayı: 1, s. 222.
• Mellor, Victoria (2006), Driving a high-performance corporate culture, Melcrum Publishing 2006, ss.22-56.
• Montgomery, Dan (2009), “How to Build a High Performance Culture In Your Organization”, http://www.blue-opal.com., 12.02.2009.
• Mwaura, Grace, Sutton, John ve Diane Roberts (1998), “Corporate and National Culture –An Irreconcilable Dilemma for the Hospitality Manager”, International Journal of Contemporary Hospitality Management, 10 (6), 212-220.
• Oudenhoven, Jan. P. (2001), “Do Organizations Reflect National Cultures? A 10-Nation Study”, International Journal of Intercultural Relations, 25 (1), 89-107.
• Owen K., R. Mundy R., W. Guild ve R. Guild, (2001), “Creating and Sustaining the High Performance Organization,” Managing Service Quality, Vol., 11 (1), 10-21.
• Pettigrew, A.M. (1979), “On studying organiziational cultures” Administrative Science Quarterly, 24, 570-581.
• Rice, Christopher, (2009), Driving Long-Term Engagement Through a High-Performance Culture, http:// www.blessingwhite.com., 23.02.2009.
• Sabuncuoğlu, Zeyyat ve Melek Tüz, (2005), Örgütsel Psikoloji, Alfa Aktuel Basım Ltd., Bursa, ss. 328- 329.
• Sarıbay, Ali Yaşar, (1992), Siyasal Sosyoloji, Gündoğan Yayınları, Ankara, s. 71.
• Schein, Edgar, (1997), Organizational Culture and Leadership, Jossey-Bass, 45-56.
• Schein, Edgar H. (1996), “Three Cultures of Management: The Key to Organizational Learning,” Sloan Management Review 38 (1): 9-20.
• Senge, P.M. (1990). The Fifth Discipline: The Art & Practice of The Learning Organization. New York: Doubleday.
• Thomas, Robert J., Harburg, Fred ve Ana Dutra (2007), “How To Create A Culture of High Performance”, Outlook, (1) 2. s.1-7.
• Wunsche, Alan, (2007), The CFO As Strategist And Catalyst In Building A High Performance Culture, Ivey Publishing, November/December, http://www.iveybusiness.com., 10.02.2009.
• Yousie, Kevin E., Building a high performance organizational culture, http://www.banffleadership.com, 19.02.2009.