Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
What is included with this book?
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 spectrumfrom "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.
The Authors xvii
PART ONE: A FRAMEWORK FOR IMPROVING PERFORMANCE 1
1 Viewing Organizations as Systems 3
2 Three Levels of Performance: Organization, Process, and Job/Performer 12
PART TWO: EXPLORING THE THREE LEVELS OF PERFORMANCE 27
3 The Organization Level of Performance 29
4 The Process Level of Performance 42
5 The Job/Performer Level of Performance 62
PART THREE: APPLYING THE THREE LEVELS OF PERFORMANCE 75
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
Instructor’s Guide 270