You are previewing Improving Performance: How to Manage the White Space on the Organization Chart, Third Edition.
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Improving Performance: How to Manage the White Space on the Organization Chart, Third Edition

Book Description

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.

Table of Contents

  1. COVER
  2. TITLE PAGE
  3. COPYRIGHT PAGE
  4. LIST OF FIGURES AND TABLES
    1. Figures
    2. Tables
  5. FOREWORD
  6. PREFACE
    1. Purpose of the Book
    2. Overview of the Chapters
    3. How Is This Third Edition Different?
  7. THE AUTHORS
  8. PART ONE: A FRAMEWORK FOR IMPROVING PERFORMANCE
    1. CHAPTER ONE: VIEWING ORGANIZATIONS AS SYSTEMS
      1. The Traditional (Vertical) View of an Organization
      2. The Systems (Horizontal) View of an Organization
      3. The Organization as an Adaptive System
      4. The Reality of Adaptation
    2. CHAPTER TWO: THREE LEVELS OF PERFORMANCE: ORGANIZATION, PROCESS, AND JOB/PERFORMER
      1. I: The Organization Level
      2. II: The Process Level
      3. III: The Job/Performer Level
      4. The Nine Performance Variables
      5. Organization Level
      6. Process Level
      7. Job/Performer Level
      8. A Holistic View of Performance
      9. Using the Three Levels Framework
  9. PART TWO: EXPLORING THE THREE LEVELS OF PERFORMANCE
    1. CHAPTER THREE: THE ORGANIZATION LEVEL OF PERFORMANCE
      1. Exploring the Organization Level
      2. Understanding and Managing the Organization Level
      3. The Performance Variables at the Organization Level
      4. Summary
    2. CHAPTER FOUR: THE PROCESS LEVEL OF PERFORMANCE
      1. What Is a Process?
      2. Understanding and Managing the Organization Level
      3. Why Look at Processes?
      4. The Performance Variables at the Process Level
      5. Summary
    3. CHAPTER FIVE: THE JOB/PERFORMER LEVEL OF PERFORMANCE
      1. What Is the Job/Performer Level?
      2. Taking Action at the Job/Performer Level
      3. The Performance Variables at the Job/Performer Level
      4. Summary
  10. PART THREE: APPLYING THE THREE LEVELS OF PERFORMANCE
    1. CHAPTER SIX: LINKING PERFORMANCE TO STRATEGY
      1. What Is Strategy?
      2. Why Do Strategies Fail?
      3. The Three Levels of Strategy Implementation
      4. Linking Performance to Strategy: An Example
      5. Summary
    2. CHAPTER SEVEN: MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT
      1. Four Examples of Flawed Performance Improvement Efforts
      2. Organizationwide Performance Improvement
      3. Two Case Studies
      4. Summary
    3. CHAPTER EIGHT: DIAGNOSING AND IMPROVING PERFORMANCE: A CASE STUDY
      1. The Three Levels Approach to Performance Diagnosis and Improvement
      2. A Situation Requiring Diagnosis
      3. Project Definition and Plan
      4. Organization Improvement
      5. Process Improvement
      6. Job Improvement
      7. Implementation
      8. Summary
    4. CHAPTER NINE: PROJECT DEFINITION: THE TEN ESSENTIAL STEPS
      1. Phase 1: Project Definition
    5. CHAPTER TEN: PROCESS ANALYSIS AND DESIGN: THE TEN ESSENTIAL STEPS
      1. Phase 2: Process Analysis and Design
    6. CHAPTER ELEVEN: OVERCOMING THE SEVEN DEADLY SINS OF PROCESS IMPROVEMENT
    7. CHAPTER TWELVE: MEASURING PERFORMANCE AND DESIGNING A PERFORMANCE MANAGEMENT SYSTEM
      1. Why Measure?
      2. Requirements for Effective Management of the Organization System
      3. Building a Measurement System
      4. Performance Logic
      5. Summary
    8. CHAPTER THIRTEEN: MANAGING PROCESSES AND ORGANIZATIONS AS SYSTEMS
      1. Process Management
      2. Institutionalizing Process Management
      3. Managing the Vertical and Horizontal Organizations
      4. The Role of Top Management
      5. Process Improvement and Management and the Three Levels of Performance
      6. Managing an Organization as a System
      7. Evaluating the System
      8. The Systems Management Processes
      9. The Systems Management Culture
      10. Summary
    9. CHAPTER FOURTEEN: DESIGNING AN ORGANIZATION STRUCTURE THAT WORKS
      1. Designing an Organization Structure
      2. Designing an Organization Structure That Works
      3. Summary
    10. CHAPTER FIFTEEN: CREATING A PERFORMANCE-BASED HUMAN RESOURCE DEVELOPMENT FUNCTION
      1. Two Views of Performance Improvement
      2. Determining Training and Development Needs
      3. Designing Training
      4. Evaluating Training
      5. Designing and Managing the HRD Function
      6. Summary
    11. CHAPTER SIXTEEN: DEVELOPING AN ACTION PLAN FOR PERFORMANCE IMPROVEMENT
      1. Step 1: Organization Level
      2. Step 2: Process Level
      3. Step 3: Job/Performer Level
      4. Summary
  11. INDEX
  12. INSTRUCTOR’S GUIDE