Improving performance : how to manage the white space on the organization chart

Streamline the processes vital to optimum performance

With over 100,000 copies sold worldwide, 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, Rummler and Brache reflect on the key needs of organizations faced with today's challenge of managing change. With multiple charts, checklists, hands-on tools and case studies, the authors show how they implemented their Performance Improvement methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.

List of Figures and Tables

Preface

The Authors

1 Introduction: The Challenges Facing American Business

Part 1 A Framework for Improving Performance

2 Viewing Organizations as Systems

3 Three Levels of Performance: Organizations, Process, and Job/Performer

Part 2 Exploring the Three Levels of Performance

4 The Organization Level of Performance

5 The Process Level of Performance

6 The Job/Performer Level of Performance

Part 3 Applying the Three Levels of Performance

7 Linking Performance to Strategy

8 Moving from Annual Programs to Sustained Performance Improvement

9 Diagnosing and Improving Performance: A Case Study

10 Redesigning Processes

11 Overcoming the Seven Deadly Sins of Process Improvement

12 Measuring Performance and Designing a Performance Management System

13 Managing Processes and Organizations as Systems

14 Designing an Organization Structure that Works

15 Creating a Performance-Based Human Resource Development Function

16 Developing an Action Plan for Performance Improvement

References

Bibliography

Index

Available:*

On Order

Summary

Summary

Table of Contents