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Organisational & Business Practices - Coggle Diagram

- - - - Power
        
        employees have the autonomy to make decisions that are important to their performance and to the quality of their jobs and their working lives
        
        can mean a relatively low level of influence (e.g. providing input into decisions made by others) or it can mean having final authority and accountability for decisions and their outcomes
        
        involvement is maximised when the highest possible level of power is devolved to the employees that have to carry out the decisions, i.e. the decision is made where work is carried out, the product finalised, or the service delivered.
      - Information
        
        Information relates to data, including information on the quantity and quality of workplace output, costs, revenues, profitability, and customer reactions
        
        key challenge for managers is to create an information system that provides employees with data that is timely and relevant to their particular work process
      - Knowledge
        
        Knowledge includes employee skills and abilities as it refers to the ‘know how’ and ‘know why’ of the job, role and industry
        
        Improving employees’ knowledge means a commitment to training and development
        
        Training investments are essential in a high- involvement organisation because when employees are making important workplace decisions, it is critical that they have the skills and abilities to make the best decisions
      - Rewards
        
        Rewards for performance ensure that employees use their power, information and knowledge in the best interests of the organisation
        
        Rewards as a component of the high-involvement work system means rewarding employees for expending discretionary effort to augment organisational performance
- - - - everybody-does-it response
        
        practices that most firms in their line of business have pursued for many years, leading people in the industry to assume that it is simply the best way of managing and operating
      - short-term trap
        
        may in fact start out as bad practices but practices whose harmful effects only materialise years after their implementation
      - self-perpetuating myths
        
        When seemingly best practices become self-fulfilling prophecies, they can become more difficult to expose.