Improving Performance: How to Manage the White Space on the Organization Chart (2nd ED.) / Edition 2

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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.

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Product Details

  • ISBN-13: 9780787900908
  • Publisher: Wiley
  • Publication date: 5/28/1995
  • Series: Jossey-Bass Management Series
  • Edition description: REV
  • Edition number: 2
  • Pages: 256
  • Product dimensions: 7.28 (w) x 10.00 (h) x 0.96 (d)

Table of Contents

List of Figures and Tables


The Authors

1. Introduction: The Challenges Facing American Business

Part One: A Framework for Improving Performance

2. Viewing Organizations as Systems

3. Three Levels of Performance: Organizations, Process, and Job/Performer

Part Two: Exploring the Three Levels of Performance

4. The Organization Level of Performance

5. The Process Level of Performance

6. The Job/Performer Level of Performance

Part Three: Applying the Three Levels of Performance

7. Linking Performance to Strategy

8. Moving from Annual Programs to Sustained Performance Improvement

9. Diagnosing and Improving Performance: A Case Study

10. Redesigning Processes

11. Overcoming the Seven Deadly Sins of Process Improvement

12. Measuring Performance  and Designing a Performance Management System

13. Managing Processes and Organizations as Systems

14. Designing an Organization Structure that Works

15. Creating a  Performance-Based Human Resource Development Function

16. Developing an Action Plan for Performance Improvement




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Customer Reviews

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Sort by: Showing all of 2 Customer Reviews
  • Posted February 7, 2013

    more from this reviewer

    More than Performance Improvement - the Guide to Performance Excellence

    The results of performance, and how to improve them, require an understanding of many variables and a scientific approach to go about manipulating those variables to produce desired results. As a fan of the subject of process engineering, and one versed in the subject, I have to admit my sheer delight in having read this book. The book defines a comprehensive approach to not only improving performance but for setting the standard for ongoing performance excellence. Of course the authors discuss actual job performance at length, but they do not do so in isolation. Their focus on all of the factors that come BEFORE the actual work of an organization is what makes this book a true gem. It is a realistic analysis of all of the key ingredients necessary to put an organization in the position of success, with respect to what the organization itself can control; how it approaches, and accomplishes, work. This is simply one of the best books on business I have ever read. It is ideal for someone who wants to start a business and a perfect companion to those in the field of project management. It is a permanent fixture on my business book shelf.

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  • Posted June 29, 2009

    more from this reviewer

    Step-by-step performance improvement method

    The more involved you are with process improvement, the more you will benefit from reading this book. Consultants Geary A. Rummler and Alan P. Brache focus your thinking on their process improvement method by including detailed diagrams, practical examples and flow charts. They demonstrate how the traditional use of hierarchical organizational charts creates silos, isolated corporate operations that are separated by white space on the chart and, thus, are literally unconnected. The authors' "three levels" approach to management can mitigate performance issues within that organizational white space and avoid silos. They present their framework as a reliable method for upgrading organization design, improving processes and enhancing individual performance. Managing the "nine variables" that affect performance can help you develop a better understanding of your organization and build a strategic foundation for continuous process improvement, rather than wasting effort on ad hoc fixes. getAbstract recommends this book to thoughtful managers who don't need lots of buzzwords.

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