Improving Performance How to Manage the White Space in the Organization Chart

ISBN-10: 0787900907
ISBN-13: 9780787900908
Edition: 2nd 1995 (Revised)
List price: $68.50
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Description: Streamline the processes vital to optimum performance With over 100,000 copies sold worldwide, Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap  More...

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Book details

List price: $68.50
Edition: 2nd
Copyright year: 1995
Publisher: John Wiley & Sons, Incorporated
Publication date: 5/26/1995
Binding: Hardcover
Pages: 256
Size: 7.50" wide x 10.50" long x 1.00" tall
Weight: 1.540
Language: English

Streamline the processes vital to optimum performance With over 100,000 copies sold worldwide, 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, Rummler and Brache reflect on the key needs of organizations faced with today's challenge of managing change. With multiple charts, checklists, hands-on tools and case studies, the authors show how they implemented their Performance Improvement methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.

List of Figures and Tables
Preface
The Authors
Introduction: The Challenges Facing American Business
A Framework for Improving Performance
Viewing Organizations as Systems
Three Levels of Performance: Organizations, Process, and Job/Performer
Exploring the Three Levels of Performance
The Organization Level of Performance
The Process Level of Performance
The Job/Performer Level of Performance
Applying the Three Levels of Performance
Linking Performance to Strategy
Moving from Annual Programs to Sustained Performance Improvement
Diagnosing and Improving Performance: A Case Study
Redesigning Processes
Overcoming the Seven Deadly Sins of Process Improvement
Measuring Performance and Designing a Performance Management System
Managing Processes and Organizations as Systems
Designing an Organization Structure that Works
Creating a Performance-Based Human Resource Development Function
Developing an Action Plan for Performance Improvement
References
Bibliography
Index

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