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

by Geary A. Rummler, Alan P. Brache

Overview

Improving Performance

With more than 150,000 units of two prior editions sold worldwide, Improving Performance: How to Manage the White Space on the Organization Chart is recognized as the book that launched the Process Improvement revolution. This seminal work by the cofounders of the Rummler-Brache Group emphasizes that the greatest opportunities for performance improvement often lie in the functional interfaces—those points at which the baton is being passed from one department to another.

Through case studies and examples, Improving Performance shows how the Rummler-Brache approach can:

• Resolve nagging white space issues
• Forge a stronger link between strategy and process redesign
• Install a 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
• Develop a customer-focused, participative, accountability-based culture

With multiple charts, checklists, and new hands-on tools, the third edition of Improving Performance will enable you to better understand your organization and bring about top-to-bottom productivity gains.

Product Details

ISBN-13:	9781118239025
Publisher:	Wiley
Publication date:	11/13/2012
Sold by:	JOHN WILEY & SONS
Format:	eBook
Pages:	288
File size:	10 MB

About 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 v

Foreword ix

Preface xi

The Authors xvii

PART ONE: A FRAMEWORK FOR IMPROVING PERFORMANCE 1

1 Viewing Organizations as Systems 3

2 Three Levels of Performance: Organization, Process, and Job/Performer 12

PART TWO: EXPLORING THE THREE LEVELS OF PERFORMANCE 27

3 The Organization Level of Performance 29

4 The Process Level of Performance 42

5 The Job/Performer Level of Performance 62

PART THREE: APPLYING THE THREE LEVELS OF PERFORMANCE 75

6 Linking Performance to Strategy 77

7 Moving from Annual Programs to Sustained Performance Improvement 86

8 Diagnosing and Improving Performance: A Case Study 97

9 Project Definition: The Ten Essential Steps 110

10 Process Analysis and Design: The Ten Essential Steps 140

11 Overcoming the Seven Deadly Sins of Process Improvement 174

12 Measuring Performance and Designing a Performance Management System 182

13 Managing Processes and Organizations as Systems 211

14 Designing an Organization Structure That Works 226

15 Creating a Performance-Based Human Resource Development Function 244

16 Developing an Action Plan for Performance Improvement 259

Index 264

Instructor’s Guide 270

Editorial Reviews

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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