Details

<p>List of Figures and Tables v</p> <p>Foreword ix</p> <p>Preface xi</p> <p>The Authors xvii</p> <p><b>Part One: A Framework for Improving Performance 1</b></p> <p>1 Viewing Organizations as Systems 3</p> <p>2 Three Levels of Performance: Organization, Process, and Job/Performer 12</p> <p><b>Part Two: Exploring The Three Levels of Performance 27</b></p> <p>3 The Organization Level of Performance 29</p> <p>4 The Process Level of Performance 42</p> <p>5 The Job/Performer Level of Performance 62</p> <p><b>Part Three: Applying The Three Levels of Performance 75</b></p> <p>6 Linking Performance to Strategy 77</p> <p>7 Moving from Annual Programs to Sustained Performance Improvement 86</p> <p>8 Diagnosing and Improving Performance: A Case Study 97</p> <p>9 Project Definition: The Ten Essential Steps 110</p> <p>10 Process Analysis and Design: The Ten Essential Steps 140</p> <p>11 Overcoming the Seven Deadly Sins of Process Improvement 174</p> <p>12 Measuring Performance and Designing a Performance Management System 182</p> <p>13 Managing Processes and Organizations as Systems 211</p> <p>14 Designing an Organization Structure That Works 226</p> <p>15 Creating a Performance-Based Human Resource Development Function 244</p> <p>16 Developing an Action Plan for Performance Improvement 259</p> <p>Index 264</p> <p>Instructor’s Guide 270</p>

<p><b>Geary Rummler,</b> 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. </p><p><b> Alan Brache,</b> 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. </p><p><b>The Rummler-Brache Group,</b> 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. </p>

<p>With more than 150,000 units of two prior editions sold worldwide, <i>Improving Performance: How to Manage the White Space on the Organization Chart</i> is recognized as the book that launched the Process Improvement revolution. This seminal work by the cofounders of the Rummler-Brache Group emphasizes that the greatest opportunities for performance improvement often lie in the functional interfaces—those points at which the baton is being passed from one department to another.</p><p>Through case studies and examples, <i>Improving Performance</i> shows how the Rummler-Brache approach can:</p><ul><b><i><li>Resolve nagging white space issues<li>Forge a stronger link between strategy and process redesign<li>Install a measurement system that provides a foundation for continuous improvement and growth<li>Overcome the common pitfalls in process redesign efforts<li>Implement the significant changes that result from process improvement projects<li>Develop a customer-focused, participative, accountability-based culture</li></i></b></ul><p> With multiple charts, checklists, and new hands-on tools, the third edition of <i>Improving Performance</i> will enable you to better understand your organization and bring about top-to-bottom productivity gains.</p>

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