Book description
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.
Table of contents
- Copyright
- PREFACE
- THE AUTHORS
- INTRODUCTION: THE CHALLENGES FACING AMERICAN BUSINESS
- A FRAMEWORK FOR IMPROVING PERFORMANCE
- EXPLORING THE THREE LEVELS OF PERFORMANCE
-
APPLYING THE THREE LEVELS OF PERFORMANCE
- LINKING PERFORMANCE TO STRATEGY
- MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT
- DIAGNOSING AND IMPROVING PERFORMANCE
- REDESIGNING PROCESSES
-
OVERCOMING THE SEVEN DEADLY SINS OF PROCESS IMPROVEMENT
- Sin 1: Process Improvement is not tied to the strategic issues the business faces.
- Sin 2: The Process Improvement effort does not involve the right people, especially top management, in the right way.
- Sin 3: Process Improvement Teams are not given a clear, appropriate charter and are not held accountable for fulfilling that charter.
- Sin 4: The top management team thinks that if it's not "nuking" the existing organization ("reengineering"), it's not making significant improvements.
- Sin 5: Process designers don't sufficiently consider how the changes will affect the people who have to work in the new process.
- Sin 6: The organization focuses more on redesign than on implementation.
- MEASURING PERFORMANCE AND DESIGNING A PERFORMANCE MANAGEMENT SYSTEM
-
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
- DESIGNING AN ORGANIZATION STRUCTURE THAT WORKS
- CREATING A PERFORMANCE-BASED HUMAN RESOURCE DEVELOPMENT FUNCTION
- DEVELOPING AN ACTION PLAN FOR PERFORMANCE IMPROVEMENT
-
REFERENCES
- BIBLIOGRAPHY
Product information
- Title: Improving Performance: How to Manage the White Space on the Organization Chart
- Author(s):
- Release date: May 1995
- Publisher(s): Jossey-Bass
- ISBN: 9780787900908
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