Improving Performance : How to Manage the White Space on the Organization Chart

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  • Edition: 3rd
  • Format: Hardcover
  • Copyright: 12/11/2012
  • Publisher: Jossey-Bass

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Part One lays out the framework for Improving Performance, including viewing organizations as systems and introducing the three levels of Performance: Organization, Process, and Job/Performer. Part Two digs deep into the what and how of the Three Levels. Part Three shows how to apply the Three Levels of Performance, including: Linking Performance to Strategy Moving from annual programs to sustained Performance Improvement Diagnosing and improving performance case study Redesigning Processes Overcoming the Seven Deadly Sins of Performance Improvement Measuring Performance Managing Processes and Organizations as Systems Designing Organizational Structures that work Creating a Performance-based HRD Function Developing an Action Plan New content to this edition includes: Two new real-world Case Studies A new Chapter on How Process Innovations Are Enabled in a Digital World Many additional proven-to-work tools from real-world consulting experience.

Author Biography

Geary Rummler, a pioneer in the application of instructional and performance technologies to organizations, cofounded the Rummler-Brache Group, a global leader in process management consulting and training.

Alan Brache, cofounder of the Rummler-Brache Group, focuses his consulting and writing on a methodology for resolving critical issues through the identification, documentation, analysis, design, measurement, and continuous improvement of business processes.

The Rummler-Brache Group, exclusive owner of the trademarked Rummler-Brache methodology, is a consulting and training firm specializing in process improvement and management. Rummler-Brache employs a wide range of interventions that span the delivery spectrum—from "do it for you" hands-on consulting, all the way to "do it with you" coaching and facilitation. A key differentiator is our core competency: we transfer the knowledge and technology you need to become self-sufficient at delivering business results through performance improvement projects. For more information, please visit www.RummlerBrache.com or call 800-992-8849.

Table of Contents

List of Figures and Tables v

Foreword ix

Preface xi

The Authors xvii


1 Viewing Organizations as Systems 3

2 Three Levels of Performance: Organization, Process, and Job/Performer 12


3 The Organization Level of Performance 29

4 The Process Level of Performance 42

5 The Job/Performer Level of Performance 62


6 Linking Performance to Strategy 77

7 Moving from Annual Programs to Sustained Performance Improvement 86

8 Diagnosing and Improving Performance: A Case Study 97

9 Project Definition: The Ten Essential Steps 110

10 Process Analysis and Design: The Ten Essential Steps 140

11 Overcoming the Seven Deadly Sins of Process Improvement 174

12 Measuring Performance and Designing a Performance Management System 182

13 Managing Processes and Organizations as Systems 211

14 Designing an Organization Structure That Works 226

15 Creating a Performance-Based Human Resource Development Function 244

16 Developing an Action Plan for Performance Improvement 259

Index 264

Instructor’s Guide 270

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