CEO
UCP/CLASS: A High Performance Organization
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The Voice, November 2006
Along with my responsibilities at UCP/CLASS, I am also associated with the School of Health and Rehabilitation Science at the University of Pittsburgh. I teach two courses each year, one on Organizational Theory and the other in Human Relations. I enjoy teaching these classes for a number of reasons; one is the energy that young people can promote, having to lead discussions on Organizational Theory or Human Behavior keeps me current with the literature and knowledge base, and finally having UCP associated with the University of Pittsburgh is a positive partnership. In preparing for my class, I upgraded in textbooks and closely read through a new text titled “Core Concepts in Organizational Behavior.” One chapter in this book– “The High Performance Organization” –had me looking closely and comparing what the authors were saying to UCP/CLASS. I was very satisfied to see that we meet some of the key descriptors of a high performance organization (HPO). To this end I wanted to take this column to share why I make this statement.
In Core Concepts, the authors state that: “HPOs are fast, agile, and market-driven. They emphasize respect for people, as evidenced by the involvement of workers and managers at all levels and consistent use of teams. Organizations with significant HPO features now make up from one-fifth to one-third of the Fortune 1000 companies and the growth trend will surely continue.” HPOs are organizations that have a viable purpose, a compelling mission and clear strategies in getting to their purpose.One of the hallmarks of UCP/CLASS is that we are fast, agile and always looking forward into the system for ways we can be relevant. Certainly our respect for everyone who walks through our door is a basic part of our culture and we have fully embraced a team concept. In the past 10 years our budget has grown from $7 million, to its current level of $25 million. I like to think that our growth has been related to our strategic planning and approach. Further in the chapter of HPOs the authors identified the values and preferences of workers in these successful organizations. As I looked at these variables, I was further impressed with how we measure up. Consider these themes:
empowerment of employees, letting people furnish their own offices, flex benefits, working in teams, casual days, working at home, extending family benefits, self-fulfillment, self-control and independence
The authors also identified 5 components of a HPO. These are: Employee Involvement– the amount to which an employee is involved in decisions and framing of aspects of their jobs, Self-Directed Work Teams– these are workgroups that are empowered to make decisions about planning, doing and evaluating their work, Integrated Production Technologies– this refers to the speed and ease between the customer’s request and the organization’s response, Organizational Learning – How organizations grow and adapt to changes in the environment and their industry, and Total Quality Management– this is a deep organizational commitment to continuous improvement, meeting customer needs and quality enhancement.
As I read each of these components, I couldn’t help again seeing primary elements of UCP/CLASS in every one. In all aspects of our services, we have found ways to incorporate full employee involvement, teamwork, continuous opportunity to learn from folks we serve and to close the gap of their issues and our response. The chapter on HPOs concluded with a focus on leadership and management. The authors identified the following managerial challenges in building a HPO. These are: Keeping employees focused on effectiveness, Promoting employee self-direction, Involving employees in organizational design, Recognition of challenging jobs, Intense peer and customer feedback, Financial rewards and recognition.
As all of us, board, staff, people we serve and their families and advocates, continue to build a stronger and more effective UCP/CLASS these issues are ones we will stay attentive to. UCP is recognized in all aspects of the community as a solid, well managed, consumer focused organization. Yet, we must not become complacent. We have to continue to be open, build more social capital not only among us but within the community at large. As we do this we will get closer and closer to our strategic goal of becoming the pre-eminent community based disability service system.
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