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High Commitment High Performance: How to Build a Resilient Organization for Sustained Advantage: Building Organizational Capability for Sustained Advantage Hardcover – 4 Sep 2009


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High Commitment High Performance: How to Build a Resilient Organization for Sustained Advantage: Building Organizational Capability for Sustained Advantage + Being There Even When You Are Not: Leading Through Strategy, Structures, and Systems (Monographs in Leadership and Management) + The Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices (J-B US non-Franchise Leadership)
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Product details

  • Hardcover: 416 pages
  • Publisher: John Wiley & Sons; 1 edition (4 Sep 2009)
  • Language: English
  • ISBN-10: 0787972282
  • ISBN-13: 978-0787972288
  • Product Dimensions: 18.7 x 3.6 x 24.3 cm
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (4 customer reviews)
  • Amazon Bestsellers Rank: 926,645 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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Review

"Beer, author of High Commitment, High Performance, a book on business ethics recently published by Josey–Bass, posited three core reasons why Wall Street failed so badly in the fall of 2008: The firms lacked a higher purpose, lacked a clear strategy, and mismanaged their risk." ( Business Week, August 17, 2009)

From the Inside Flap

In his time–tested approach to organizational success, Harvard Business School′s Michael Beer integrates knowledge from the fields of leadership, strategic management, human resource management, organization design and organization development and change to show how a company can be transformed to achieve sustained high commitment and high performance. Drawing on numerous management studies and his work with senior managers who succeeded in building a high commitment, high performance organization, Beer provides leaders with the information they need to make the transformation process a reality.

Anchoring his approach on leaders who have the right values, Michael Beer shows how to weave together a complete system that will ultimately spell business success no matter how challenging the economic climate. To build such a system, leaders will have to make courageous and principled choices about how to organize, manage, and lead the firm.

High Commitment, High Performance stresses the importance of focusing on both economic and organizational health. To achieve a fully functioning HCHP company, six silent barriers to commitment and performance must be overcome. Beer explains that successful senior executives build a resilient organization through an honest and collective action learning process that enables them to partner with key people in identifying barriers and redesigning and realigning the organization with values, strategy and economic realities. This learning and governance process enables rapid realignment and high commitment. Beer not only illustrates the process of corporate leadership and transformation, but outlines principles for designing the strategic management process, organizing the firm and managing its human resources found in the most successful HCHP companies.

High Commitment, High Performance provides a much–needed map for leaders who aspire to develop sustained high performance and commitment.


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Most Helpful Customer Reviews

2 of 2 people found the following review helpful By Robert Morris TOP 500 REVIEWER on 1 Oct 2009
Format: Hardcover
Now more than ever before, individuals as well as organizations must be resilient so that they can adapt effectively to changes, especially to those that occur unexpectedly. Achieving a competitive advantage is nowhere near as difficult as sustaining one. Therein is a paradox that serves as the title of Marshall Goldsmith's book: what got you here won't get you there. Even more ominous, what got you here won't keep you here. Hence the appropriateness of the subtitle selected for Beer's book. What he shares is an abundance of observations, questions, issues, suggestions, and recommendations that are anchored in more than 40 years of real-world experience. In the Introduction, he refers to his quest to study and build high commitment, high performance (HCHP) organizations. What he provides is what he has learned about what works, what doesn't, and the reasons why.

Written in collaboration with Russell Eisenstat and Nathaniel Foote, this volume provides a number of different perspectives and knowledge concerning several key disciplines that include strategic management, organization design, human resource management, culture and organization development, enterprise learning, and change initiatives. "Employing these diverse perspectives, I propose three paradoxical organizational outcomes needed to achieve sustained high performance [i.e. performance alignment, psychological alignment, and the capacity for learning and change], articulate five management levers for designing an organization to achieve these outcomes [i.e. leadership at all levels and in all areas, an effective learning and governance system, a strategic performance management system, an organizing system, and an HR system], and present a framework for change and its transformation.
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Format: Hardcover
Everything you need is provided by Michael Beer. You benefit from his 40+ years experience, including a world class Business School and from his extensive consulting experience.

The key message of the book is that resiliant enterprises are high commitment, high performance (HCHP) organizations, that achieve three outcomes:

* Performance alignment.

* Psychological alignment, and the

* Capacity for learning and change.

The approach that you will find in the book, is illustrated by the following extract from the preface:

"Executives who have the will to begin the journey to an HCHP organization face many uncertainties. What does the system look like? How do I diagnose my organization to to determine what stands in the way of achieving high performance and commitment? What organizational levers can I exercise to improve performance and commitment? Where should the process of change begin? How do I assess progress and how do I know when I have strayed off the path? And perhaps the most important two questions: what leadership values and behaviour are required? How do I develop my own leadership at lower levels to enable a successful transformation?

Michael Beer in this book sets a framework for both diagnosing organizational weakness, and building a strong and flexible organization capable of sustained commitment and performance

The author stresses that Leaders must get five things right, if they are to achieve lasting improvements in organizational performance. They need to mobilize their organizations to:

* Craft the right strategic management agenda.

* Align and commit to this agenda.

* Achieve execution excellance.
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Format: Kindle Edition Verified Purchase
This is one of the most challenging books on organisational effectiveness I have read. I find it difficult to believe that senior managers would not be stimulated by it.
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Format: Hardcover
Very American take on Learning Organisations. Pro-positive, everything unitarist.
However, the literature is nicely spaced out, very comprehensive and does show clearly all the facets for future debate. A good starter to what is learning.
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Most Helpful Customer Reviews on Amazon.com (beta)

Amazon.com: 5 reviews
8 of 9 people found the following review helpful
How to establish and then sustain high commitment and high performance 28 Aug 2009
By Robert Morris - Published on Amazon.com
Format: Hardcover
Now more than ever before, individuals as well as organizations must be resilient so that they can adapt effectively to changes, especially to those that occur unexpectedly. Achieving a competitive advantage is nowhere near as difficult as sustaining one. Therein is a paradox that serves as the title of Marshall Goldsmith's book: what got you here won't get you there. Even more ominous, what got you here won't keep you here. Hence the appropriateness of the subtitle selected for Beer's book. What he shares is an abundance of observations, questions, issues, suggestions, and recommendations that are anchored in more than 40 years of real-world experience. In the Introduction, he refers to his quest to study and build high commitment, high performance (HCHP) organizations. What he provides is what he has learned about what works, what doesn't, and the reasons why.

Written in collaboration with Russell Eisenstat and Nathaniel Foote, this volume provides a number of different perspectives and knowledge concerning several key disciplines that include strategic management, organization design, human resource management, culture and organization development, enterprise learning, and change initiatives. "Employing these diverse perspectives, I propose three paradoxical organizational outcomes needed to achieve sustained high performance [i.e. performance alignment, psychological alignment, and the capacity for learning and change], articulate five management levers for designing an organization to achieve these outcomes [i.e. leadership at all levels and in all areas, an effective learning and governance system, a strategic performance management system, an organizing system, and an HR system], and present a framework for change and its transformation."

Here's a key point: Obviously, there must be both high commitment at the senior executive level. Much more importantly, C-level executives and other supervisors must demonstrate - not only affirm -- high performance. Otherwise, they cannot expect those for whom they are responsible to do so and their organization will not survive in its competitive marketplace, much less dominate it. Moreover, as Beer explains in the Epilogue, "CEOs and their top teams will have to engage their hands to design very different management practices, particularly with regard to the firm's performance management and compensation systems. The former must enable hard-hitting, fact-based reviews of the business to achieve essential shirt-term profits in a way that does not compromise the firm's larger purpose and its long-term performance. With regard to the latter, surely a shift away from incentives for annual profits to incentives tied to long-term performance (five to seven years) is in order."

As Beer duly acknowledges, it is by means easy for CEOs, their senior teams, and boards of directors to build a HCHP organization. Once having done so, it is even more difficult to ensure that it continues to be one. Nonetheless, it can be done and - in my opinion - MUST be done. Here in a single source, Beer provides about as much information and advice as any business leader or team must have to achieve these separate but related objectives. There is much to learn from the core policies and best practices of HCHP companies. Also, CEOs and their top teams must "engage their hearts as well as their minds to redefine their to redefine their and their firm's purpose [and] define a distinctive strategy that leverages the firm's human assets and unique capabilities." Of course, this will require extraordinary leadership at all levels and in all areas of a firm's operations. To those who read Michael Beer's brilliant book, I now presume to ask, "If not now, when? And If not you, who?"

Those who share my high regard for this volume are urged to check out Jeanne W. Ross, Peter Weill, and David Robertson's Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. Dean R. Spitzer's Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success, and Guy Kawasaki's Reality Check: The Irreverent Guide to Outsmarting, Outmanaging, and Outmarketing Your Competition.
1 of 1 people found the following review helpful
outstanding 17 Sep 2010
By bookworm - Published on Amazon.com
Format: Hardcover Verified Purchase
Based on extensive research and years of hands-on experience in the field of organizational improvement, Beer has put together a comprehensive and practical guide for all levels of management and organizational consultants. It focuses on both the hard issues of financial success and the softer issues of values, commitment and behavior. It is a five star book.
Five Stars 22 Aug 2014
By Terry J. Desjardins - Published on Amazon.com
Format: Hardcover Verified Purchase
Great book!
0 of 1 people found the following review helpful
Everything ok. 28 Jan 2013
By Francisco Heras - Published on Amazon.com
Format: Hardcover Verified Purchase
The Book arrived on time.
Second hand good was of quality book.
The packaging was correct.

Kind Regards
Francisco Heras
3 of 25 people found the following review helpful
$26 for hardcover, $23 for kindle? Sorry, that is wrong. 20 Mar 2010
By Joshua Shipsey - Published on Amazon.com
Format: Kindle Edition
I wanted to buy this book after I read the review in TechCrunch, but I can't support this price inflation for Kindle books. At the time of writing this review, the hardcover price is 26.37, and the Kindle price is 23.73 - a 2.64 difference. Sorry folks, this is the wrong pricing model.
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