Improving Performance : How to Manage the White Space on the Organization Chart.

Geary A. Rummler
Bok · Engelsk · 2012 · Electronic books.

Omfang	1 online resource (291 pages)
Utgave	3rd ed.
Opplysninger	Intro -- IMPROVING PERFORMANCE: How to Manage the White Space on the Organization Chart -- CONTENTS -- LIST OF FIGURES AND TABLES -- FOREWORD -- PREFACE -- THE AUTHORS -- PART ONE A FRAMEWORK FOR IMPROVING PERFORMANCE -- CHAPTER ONE VIEWING ORGANIZATIONS AS SYSTEMS -- The Traditional (Vertical) View of an Organization -- The Systems (Horizontal) View of an Organization -- The Organization as an Adaptive System -- The Reality of Adaptation -- CHAPTER TWO THREE LEVELS OF PERFORMANCE: ORGANIZATION, PROCESS, AND JOB/PERFORMER -- I: The Organization Level -- II: The Process Level -- III: The Job/Performer Level -- The Nine Performance Variables -- Organization Level -- Process Level -- Job/Performer Level -- A Holistic View of Performance -- Using the Three Levels Framework -- PART TWO EXPLORING THE THREE LEVELS OF PERFORMANCE -- CHAPTER THREE THE ORGANIZATION LEVEL OF PERFORMANCE -- Exploring the Organization Level -- Understanding and Managing the Organization Level -- The Performance Variables at the Organization Level -- Summary -- CHAPTER FOUR THE PROCESS LEVEL OF PERFORMANCE -- What Is a Process? -- Understanding and Managing the Organization Level -- Why Look at Processes? -- The Performance Variables at the Process Level -- Summary -- CHAPTER FIVE THE JOB/PERFORMER LEVEL OF PERFORMANCE -- What Is the Job/Performer Level? -- Taking Action at the Job/Performer Level -- The Performance Variables at the Job/Performer Level -- Summary -- PART THREE APPLYING THE THREE LEVELS OF PERFORMANCE -- CHAPTER SIX LINKING PERFORMANCE TO STRATEGY -- What Is Strategy? -- Why Do Strategies Fail? -- The Three Levels of Strategy Implementation -- Linking Performance to Strategy: An Example -- Summary -- CHAPTER SEVEN MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT -- Four Examples of Flawed Performance Improvement Efforts.. - CHAPTER THIRTEEN MANAGING PROCESSES AND ORGANIZATIONS AS SYSTEMS -- Process Management -- Institutionalizing Process Management -- Managing the Vertical and Horizontal Organizations -- The Role of Top Management -- Process Improvement and Management and the Three Levels of Performance -- Managing an Organization as a System -- Evaluating the System -- The Systems Management Processes -- The Systems Management Culture -- Summary -- CHAPTER FOURTEEN DESIGNING AN ORGANIZATION STRUCTURE THAT WORKS -- Designing an Organization Structure -- Designing an Organization Structure That Works -- Summary -- CHAPTER FIFTEEN CREATING A PERFORMANCE-BASED HUMAN RESOURCE DEVELOPMENT FUNCTION -- Two Views of Performance Improvement -- Determining Training and Development Needs -- Designing Training -- Evaluating Training -- Designing and Managing the HRD Function -- Summary -- CHAPTER SIXTEEN DEVELOPING AN ACTION PLAN FOR PERFORMANCE IMPROVEMENT -- Step 1: Organization Level -- Step 2: Process Level -- Step 3: Job/Performer Level -- Summary -- INDEX -- INSTRUCTOR'S GUIDE -- EULA.. - Organizationwide Performance Improvement -- Two Case Studies -- Summary -- CHAPTER EIGHT DIAGNOSING AND IMPROVING PERFORMANCE: A CASE STUDY -- The Three Levels Approach to Performance Diagnosis and Improvement -- A Situation Requiring Diagnosis -- Project Definition and Plan -- Organization Improvement -- Process Improvement -- Job Improvement -- Implementation -- Summary -- CHAPTER NINE PROJECT DEFINITION: THE TEN ESSENTIAL STEPS -- Phase 1: Project Definition -- Step 1: Review the Outputs from Phase Ø-Performance Improvement Planning -- Step 2: Train Facilitator and Determine the Level of Facilitation Required -- Step 3: Profile Critical Processes -- Step 4: Identify Critical Process Issues -- Step 5: Establish Project Goals -- Step 6: Identify Process Dependencies -- Step 7: Identify Functional Dependencies -- Step 8: Identify Constraints and Assumptions -- Step 9: Define Project Roles -- Step 10: Develop Project Plan -- CHAPTER TEN PROCESS ANALYSIS AND DESIGN: THE TEN ESSENTIAL STEPS -- Phase 2: Process Analysis and Design -- Step 1: Document "IS" Process -- Step 2: Identify Disconnects -- Step 3: Design "SHOULD" Specifications -- Step 4: Design and Prioritize "COULD BE" -- Step 5: Develop "SHOULD" Maps -- Step 6: Develop Process Measures -- Step 7: Develop Cross-Functional Role/Responsibility Matrix -- Step 8: Identify Changes to Performance System -- Step 9: Make Recommendations -- Step 10: Develop Implementation Strategy -- CHAPTER ELEVEN OVERCOMING THE SEVEN DEADLY SINS OF PROCESS IMPROVEMENT -- CHAPTER TWELVE MEASURING PERFORMANCE AND DESIGNING A PERFORMANCE MANAGEMENT SYSTEM -- Why Measure? -- Requirements for Effective Managementof the Organization System -- Developing Sound Measures -- Building a Measurement System -- Performance Logic -- Using Measures as the Foundation of a Performance Management System -- Summary.. - Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Gary Rummler reflects on the key needs of organizations faced with today's challenge of managing change in today's complex world. The book shows how to apply the three levels of performance and link performance to strategy, move from annual programs to sustained performance improvement, redesign processes, overcome the seven deadly sins of performance improvement and much more.
Emner	Industrial productivity. Organizational effectiveness. Performance.
Sjanger	Electronic books.
Dewey	658.4/02
ISBN	9781118225592
ISBN(galt)	9781118143704