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Analysis for Improving Performance: Tools for Diagnosing Organizations and Documenting Workplace Expertise / Edition 2 available in Paperback
Corporations spend millions of dollars on performance improvement, employee training and development, work system redesign, and other organizational improvement efforts. Much of this money is wasted because the preliminary analysis and diagnosis has not been done to link these programs to an organization's real business needs, goals, and processes.
The truth is that in order for any performance improvement effort to add value to the organization, deep analysis is required. Analysis for Improving Performance details a systematic approach for doing the rigorous preparatory analysis that is vital to shaping and developing successful performance improvement efforts.
Richard A. Swanson's methods enable program developers and managers to define clear objectives, assess existing systems and missions, analyze worker knowledge and expertise, define desired performance and evaluation standards, and develop a performance improvement plan that will meet the desired performance goals.
This new edition has been extensively revised throughout and presents expanded concepts and updated cases, as well as a new chapter on documenting and improving work processes and documenting process-referenced tasks. Written for take-charge managers, performance improvement specialists, and workers wanting to improve their organizations, Analysis for Improving Performance provides “real-world” knowledge, tools, examples, graphics, and exercises aimed at developing your expertise in diagnosing organizational performance and documenting workplace expertise—the keys to long-term organizational success. In short, it is a complete guide to ensuring that the time, money, and effort you invest in organizational development are well spent.
|Publisher:||Berrett-Koehler Publishers, Inc.|
|Series:||A Publication in the Berrett-Koehler Organizational Performance Series|
|Edition description:||Second Edition|
|Product dimensions:||6.00(w) x 9.00(h) x 0.82(d)|
Table of Contents
PART ONE Analysis: The Key to Improving Performance
1. Linking Improvement Programs to Important Organizational Goals
2. Theoretical Foundation of Performance Improvement
3. Case Study of Analysis for Performance Improvement
PART TWO Diagnosing Organizational Performance
4. Concepts for Diagnosing Performance
5. The Performance Diagnosis Process
6. Constructing a Performance Improvement Proposal
7. Documenting and Improving Work Processes
8. Data Collection Methods
PART THREE Documenting Workplace Expertise
9. The Nature of Workplace Expertise
10. Documenting Job Descriptions
11. Developing Task Inventories
12. Documenting Process-Reference Tasks
13. Detailing Procedural Tasks
14. Detailing Systems Tasks
15. Detailing Knowledge Tasks
PART FOUR Managing Analysis Work to Improve Performance
16. Organizing and Prioritizing Analysis Work for Maximum Performance Impact
17. From Analysis to Performance Improvement
About the Author