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

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Filled with updated material on performance management systems, organization design, and more, this second edition of Improving Performance offers practical guidance and an integrated framework for achieving competitive advantage by learning how to manage organizations, processes, and jobs effectively. With multiple charts, checklists, hands-on tools, and case studies, Rummler and Brache document how they have implemented this Performance Improvement and Management methodology in over 250 successful projects with...
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Improving Performance: How to Manage the White Space on the Organization Chart

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Overview

Filled with updated material on performance management systems, organization design, and more, this second edition of Improving Performance offers practical guidance and an integrated framework for achieving competitive advantage by learning how to manage organizations, processes, and jobs effectively. With multiple charts, checklists, hands-on tools, and case studies, Rummler and Brache document how they have implemented this Performance Improvement and Management methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank. Through illustrative examples from organizations including AT&T, GTE, Ford, and Motorola, the authors show how their Process Management approach can: forge a stronger link between strategy and process redesign; install a top-to-bottom measurement system that provides a foundation for continuous improvement and growth; overcome the common pitfalls in process redesign efforts; implement the significant changes that result from Process Improvement projects; and develop a customer-focused, participative, low-conflict, accountability-based culture.
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Editorial Reviews

Booknews
Provides a practical framework for understanding how the various departments and functions in an organization interrelate and shows how to manage this interaction to enhance the organization's effectiveness. Shows how managers can use organizational resources more efficiently, minimize departmental conflicts, and create a work environment that leads to better performance. Annotation c. Book News, Inc., Portland, OR booknews.com
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Product Details

  • ISBN-13: 9781555422141
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 6/1/1990
  • Series: Management Ser.
  • Edition number: 1
  • Pages: 227
  • Product dimensions: 7.33 (w) x 10.25 (h) x 0.87 (d)

Meet the Author

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.

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Table of Contents

List of Figures and Tables
Preface
The Authors
1 Introduction: The Challenges Facing American Business 1
2 Viewing Organizations as Systems 5
3 Three Levels of Performance: Organization, Process, and Job/Performer 15
4 The Organization Level of Performance 31
5 The Process Level of Performance 44
6 The Job/Performer Level of Performance 64
7 Linking Performance to Strategy 79
8 Moving from Annual Programs to Sustained Performance Improvement 89
9 Diagnosing and Improving Performance: A Case Study 100
10 Redesigning Processes 115
11 Overcoming the Seven Deadly Sins of Process Improvement 126
12 Measuring Performance and Designing a Performance Management System 134
13 Managing Processes and Organizations as Systems 164
14 Designing an Organization Structure That Works 179
15 Creating a Performance-Based Human Resource Development Function 198
16 Developing an Action Plan for Performance Improvement 212
References 217
Bibliography 219
Index 223
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Customer Reviews

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

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    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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