| Description |
1 online resource (290 pages) |
| Contents |
Title page; Copyright page; 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 |
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Job/Performer LevelA 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 |
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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; Organizationwide Performance Improvement; Two Case Studies; Summary |
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CHAPTER EIGHT: Diagnosing and Improving Performance: A Case StudyThe 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 |
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Step 5: Establish Project GoalsStep 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 |
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Step 8: Identify Changes to Performance 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 im |
| Notes |
Print version record |
| Subject |
Industrial productivity.
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Performance.
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Organizational effectiveness.
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Performance technology.
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Task Performance and Analysis
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Industrial productivity
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Organizational effectiveness
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Performance
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| Form |
Electronic book
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| Author |
Brache, Alan P
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| ISBN |
9781118225592 |
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1118225597 |
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