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REFERENCES
by Alan P. Brache, Geary A. Rummler
Improving Performance: How to Manage the White Space on the Organization Chart
Copyright
PREFACE
THE AUTHORS
INTRODUCTION: THE CHALLENGES FACING AMERICAN BUSINESS
A FRAMEWORK FOR IMPROVING PERFORMANCE
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
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
EXPLORING THE THREE LEVELS OF PERFORMANCE
THE ORGANIZATION LEVEL OF PERFORMANCE
Exploring the Organization Level
Understanding and Managing the Organization Level
The Performance Variables at the Organization Level
Summary
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
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
APPLYING THE THREE LEVELS OF PERFORMANCE
LINKING PERFORMANCE TO STRATEGY
What Is Strategy?
Why Do Strategies Fail?
The Three Levels of Strategy Implementation
Linking Performance to Strategy: An Example
Summary
MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT
Four Examples of Flawed Performance Improvement Efforts
Organizationwide Performance Improvement
Two Case Studies
Summary
DIAGNOSING AND IMPROVING PERFORMANCE
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
REDESIGNING PROCESSES
Phase Ø: Performance Improvement Planning
Phase 1: Project Definition
Phase 2: Process Analysis and Design
Phase 3: Implementation
Time
Examples of Process Improvement Projects
A Word on "Reengineering"
Phase 4: Process Management
Summary
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
Why Measure?
Requirements for Effective Management of the Organization System
Performance Logic
Summary
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
Designing an Organization Structure
Designing an Organization Structure That Works
Summary
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
DEVELOPING AN ACTION PLAN FOR PERFORMANCE IMPROVEMENT
Step 1: Organization Level
Step 2: Process Level
Step 3: Job/Performer Level
Summary
REFERENCES
BIBLIOGRAPHY
The Foundation
Further Reading
Organization Level
Process Level
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