IMPROVING PERFORMANCE: HOW TO MANAGE THE WHITE SPACE ON THE ORGANIZATION CHART, SECOND EDITION (REVISED AND UPDATED)

Streamline the processes vital to optimum performance

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.

List of Figures and Tables


Preface


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


References


Bibliography


Index