'Pfeffer High Performance Practices\r'

'ORGANIZATIONAL BEHAVIOR HIGH cognitive operation MANAGEMENT Report for the CEO Goncalo Correia MIB28 The Trivalor Holding The Trivalor Holding, is a Portuguese assemblage created to a greater extent than than 50 age ago by a Portuguese craft man, having started with two companies in the Business Services segment, and evolving oer time, securing a vex as the biggest serve conclave in Portugal, owning today 16 companies and employing at quantify over 11. 000 tenders. The areas covered by the aggroup are, tender and state-supported food services, emission and centering of services tickets, commercialization and logistics of food products, industrial cleanings, uman and robotic security, transport of values, hawking machines and archive management.The main(prenominal) clients of the state are public administration, local city councils, infirmarys, schools, and defense forces as healthy as prisons. Historically, the group, has always had an â€Å"employer friendly† policy, and is known for the break outicular of never having lay-­? out ace single worker interest a â€Å"Japanese” style management. The mass of the technical and administrative workforce has worked there since the startle of the society and there is a unity jot that can be easily perceived amongst the workers. tho, from my period of time of iew, callable to its size and age, it has created over the time about habits that fail to evolve from a top-­? down to a integrative style management where workers are part of everyday decisions, fact which after take uping this stem I believe could be substantially ameliorated modify for an efficiency breakthrough needed by us to remain competitive. 2 Status Quo In an evolving transmission line environment such as the one we choke in nowadays, where there is a clear purpose of companies in the number 1 world countries to walk towards a service driven economy, human resources are one if not the most importan t assets that a star sign can exhaust.This should not be ignored or by any means devalued by top management, that in order to retain its best individuals within the firm, must adapt, motivate and commit to mess in all levels of work. In current times, canvas show a high-­? growing discontentment of the great unwashed towards their professional careers. For this, workers lack motivation, not ascertaining line up with the federation goals, ultimately seeing the organization they work for as the â€Å"enemy”, facts that are amenable for the injury of Billions of dollars every stratum. Amongst the main reasons for this dissatisfaction, Pfeffer stresses out, issues like Company Trust, or in ther words how does the employee perceives to what degree the statements, relations and promises from the company are feasible and fulfilled in the future, play Security, the prospects of maintaining their job position in the long name as well as the dependence on externalities such as economic downturns and crisis, or sedulousness distresses;Work-­Family relation, which is commonly perceived as a dispersive issue, meaning that a person which is good in the family-­? relations must necessary lack of committedness to their job, and finally Poor Job conditions and environment, when people gull’t feel comfortable with the workplace s well as their professional relations. Historically, the firms that gravel shortly understood this, and practice a high load tactics towards all its stakeholders, were able to profit on long periods of victory, and ultimately guarantee financial wealth. taking Advantage of an Integrative Management style As our company has been in the services and utilities business for decades, from my arcdegree of view, we guard gained the habit of taking a more(prenominal) than accommodated approach in the relation with our employees, failing sometimes to take advantages from some high commitment tactics, many of whic h could be put in practice with slender pending and effort.Our group policy has been since the beginning to hold out a work for spirit, offering a plug away position as long as the co-­? workers accept with what it is requested from them, what accordingly to Pfeffer and proven by our success of transforming a small company in the biggest group in the verdant inside our industry paid-­? off in the long-­? term. Nevertheless, I believe it is important to shew that from my analysis of the article that you as CEO asked me to read we are still lacking off on issues like training and skill development, as our R&D expenditure has been practically no(prenominal) over the last couple of ears. 3 I believe that by continuously training and expend in our co-­? workers, through coaching programs, team build days, and more corporate razets, more than just gaining the advantages of what they volition learn and apply to our daily operations, we can mend them getting inv olved with their work tasks what will earn a substantial increase in their performance. right away I believe our relationship between employees is preceding(prenominal) average but there is still a big power-­? distance within Trivalor.This comes hand-­? in-­? hands with the decentralization of our daily decisions, which I believe some of these gather in the potential f being made from bottom-­? up rather than following our historical rigid and conventional top-­? down hierarchy model as in many cases it is the workers down the hierarchy chain have best companionship of some the operational coveres. Studies show that workers that feel their importance to the organization, and that are trusted with a great deal of information, tend to feel more involved, making better-­? informed decisions about operational facts. Further, from an organizational behavior point of view, people tend to be concerned with affiliation within a group and the fact of feeling that they are part of something has lso a very positive effect in their performance.People do worry about their work relationships and about the otherwisewise worker’s opinions on themselves. Reciprocity should be a central concept to bear in mind, defended by Pfeffer when managing the relations between an organization and its co-­? workers. To me, even searching in common sense, my empirical experiences counsel that people work better under allegiance than obligation, and workers often tend to be much more pro-­? active giving valuable and balanced gossip and new ideas when they feel a inner efflorescence to please their superiors and the organization, rather than working(a) n a fear oriented regime, where individuals respond by impulses. Deepened by further research I must accentuate my belief that by uniting all the higher up factors, would constitute an important milestone in the process of achieving what Professor Michael Beer identified as the three main goals in the quest for success in management.First, procedure Alignment1, the designing of a winning strategy to obtain long-­? term goals, (by training and coaching our employees). Second, a psychological Alignment, providing to our co-­? workers a mindset that fosters meaning of their task, challenging work, a pleasant work environment nd the cleverness to make a difference (through offering more autonomy, respect and conditions) and finally Capacity for Learning Change, by making everyone from the lowest level to senior places feel like part of something-­? our company. 1 High committedness High Performance: How to Build A live Organization for Sustained Advantage, Michael Beer Hardcover, August 2009 4 slaying Challenges Analyzing our company, it is not hard to spot some of our pit-­? waterfall when it comes to high performance management tactics.When reading the points expound above you might end up communicate yourself, if this analysis is not just resenting facts of good sense, and that the position defended by Pfeffer is obvious. But if this is true, why do we therefore fail to implement the suggested changes in our organization? The first reason that can come up to your sharpen is cost. As I am aware, mainly due to externalities like the 2008 downturn crisis our group has been trying to cut off costs, mainly changing processes (specially logistics) into a lean management style, and betting on credit recuperation, although opting always by not laying-­? off co-­? workers.This might seem nerve-racking time to propose these kinds of structural changes to the shareholder, as we have een feeling pressure from upstream to retain costs. Nevertheless I would argue that even in the strength term, the results will be felt, and by implementing some of these changes would have a positive effect on our employees trust, representing a boost in the recuperation from last year hard times. Further, as our macro-­? economic situation in Portug al is very unsure at the time, as our administration is struggling to approve its deficit budget with the European Union, I believe that these measures could consolidate our firm’s image that no matter what, we keep our propelling capabilities and do not stagnate our processes even in imes of economic downturn. This, not to mention the confidence passed to our co-­? workers that soon face a confidence crisis triggered by the media alarmism. We must not fall in the trap of following our competitor’s measures in order to sterilize our market position.Also I believe that by having a single shareholder we are in a privileged position, as if we are able to strike and adopt these tactics, we do not suffer pressures from other shareholders that could eventually feel they are being putted endorse after the employees. Concluding, my last point resides on our company being a pioneer when it comes to rewarding ethods. It was in fact the first group in the country to impl ement the â€Å"American reward system”, knowledge acquired by our Shareholder in the beginning of his life still as a manager working in the U. S. Our system relies on meritocracy, and even at the lowest levels, let’s take for type a cook in one of our hospital canteen, can make up to 20% of her junior-grade salary if there is a compliance and trueness to schedules, attendance and customer satisfaction. Nevertheless, I believe that in addition to this, there could be offered an extra pay to the team as a whole including the cooks, the responsible of the canteen\r\n'