Improving Performance: How to Manage the White Space on the Organization Chart, Updated
Lýsing:
Part One lays out the framework for Improving Performance, including viewing organizations as systems and introducing the three levels of Performance: Organization, Process, and Job/Performer. Part Two digs deep into the what and how of the Three Levels. Part Three shows how to apply the Three Levels of Performance, including: Linking Performance to Strategy Moving from annual programs to sustained Performance Improvement Diagnosing and improving performance case study Redesigning Processes Overcoming the Seven Deadly Sins of Performance Improvement Measuring Performance Managing Processes and Organizations as Systems Designing Organizational Structures that work Creating a Performance-based HRD Function Developing an Action Plan New content to this edition includes: Two new real-world Case Studies A new Chapter on How Process Innovations Are Enabled in a Digital World Many additional proven-to-work tools from real-world consulting experience.
Annað
- Höfundur: Geary A. Rummler, Alan P. Brache
- Útgáfa:3
- Útgáfudagur: 2012-11-13
- Hægt að prenta út 2 bls.
- Hægt að afrita 10 bls.
- Format:ePub
- ISBN 13: 9781118239025
- Print ISBN: 9781118143704
- ISBN 10: 1118239024
Efnisyfirlit
- COVER
- TITLE
- COPYRIGHT
- LIST OF FIGURES AND TABLES
- Figures
- Tables
- FOREWORD
- PREFACE
- Purpose of the Book
- Overview of the Chapters
- How Is This Third Edition Different?
- 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
- CHAPTER ONE: VIEWING ORGANIZATIONS AS SYSTEMS
- 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
- 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
- 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
- CHAPTER TEN: PROCESS ANALYSIS AND DESIGN: THE TEN ESSENTIAL STEPS
- Phase 2: Process Analysis and Design
- 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 Management of the Organization System
- Building a Measurement System
- Performance Logic
- Summary
- 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
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