| HIGH PERFORMANCE ORGANIZATION |
TRADITIONAL ORGANIZATION |
| Customer focused. |
Internally focused. |
| Decentralized structure with autonomous, self-regulating work units. |
Centralized and bureaucratic structure. |
| Planning and coordination done by work teams. |
Planning and coordination done by management. |
| Jobs are broadly defined and employees possess multiple skills. |
Specialization and narrowly defined jobs. |
| There may be many ways to achieve same level of performance. |
Standardization of performance. There is one single best way to do a job. |
| Minimum of rules. Values and common sense govern behavior. |
Uniform and strictly enforced policies. Do things by the book. |
| Department boundaries determined by task inter-relationship (product or process focused). |
Department boundaries determined by similarity of function (e.g. Engineering, Manufacturing, etc.) |
| Training focuses on total employee development (e.g. business understanding, teamwork, etc.) |
Training focuses on technical skills. |
| Rewards based on contributions to effectiveness of team. |
Rewards based on individual performance. |
| Employees viewed as partners. |
Employee viewed as tools of management. |
| Quality of life of employees is imperative to company. |
Alienated and unhappy employees accepted as given of industrial life. |
