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| 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 |
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.
Was this review helpful? Yes NoThank you for your feedback. Report this reviewThank you, this review has been flagged.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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