9781118143704

Part One lays out the framework for Improving Performance, including viewing organizations as systems and introducing the three levels of Performance: Organization, Process, and Job/Performer. Part Two digs deep into the what and how of the Three Levels. Part Three shows how to apply the Three Levels of Performance, including: · Linking Performance to Strategy · Moving from annual programs to sustained Performance Improvement · Diagnosing and improving performance case study · Redesigning Processes · Overcoming the Seven Deadly Sins of Performance Improvement · Measuring Performance · Managing Processes and Organizations as Systems · Designing Organizational Structures that work · Creating a Performance-based HRD Function · Developing an Action Plan New content to this edition includes: · Two new real-world Case Studies · A new Chapter on How Process Innovations Are Enabled in a Digital World · Many additional proven-to-work tools from real-world consulting experience.

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.

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

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

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

1118143701

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