| Description |
1 online resource |
| Series |
Jossey-Bass management series |
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Jossey-Bass management series.
|
| Note |
Title from title screen. |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Introduction: The challenges facing American business -- pt. 1. A framework for improving performance. Viewing organizations as systems -- Three levels of performance: organization, process, and job/performer -- pt. 2. Exploring the three levels of performance. The organization level of performance -- The process level of performance -- The job/performer level of performance -- pt. 3. Applying the three levels of performance. Linking performance to strategy -- Moving from annual programs to sustained performance improvement -- Diagnosing and improving performance: a case study -- Redesigning processes -- Overcoming the seven deadly sins of process improvement -- Measuring performance and designing a performance management system -- Managing processes and organizations as systems -- Designing an organization structure that works -- Creating a performance-based human resource development function -- Developing an action plan for performance improvement. |
| Summary |
"Filled with updated material on performance management systems, organization design, and more, this second edition of Improving Performance offers practical guidance and an integrated framework for achieving competitive advantage by learning how to manage organizations, processes, and jobs effectively. With multiple charts, checklists, hands-on tools, and case studies, Rummler and Brache document how they have implemented this Performance Improvement and Management methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank." "Through illustrative examples from organizations including AT & T, GTE, Ford, and Motorola, the authors show how their Process Management approach can: forge a stronger link between strategy and process redesign; install a top-to-bottom 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; and develop a customer-focused, participative, low-conflict, accountability-based culture."--Jacket |
| Access |
Use copy Restrictions unspecified star MiAaHDL |
| Reproduction |
Electronic reproduction. [Place of publication not identified] : HathiTrust Digital Library, 2011. MiAaHDL |
| System Details |
Master and use copy. Digital master created according to Benchmark for Faithful Digital Reproductions of Monographs and Serials, Version 1. Digital Library Federation, December 2002. http://purl.oclc.org/DLF/benchrepro0212 MiAaHDL |
| Processing Action |
digitized 2011 HathiTrust Digital Library committed to preserve pda MiAaHDL |
| Subject |
Industrial productivity.
|
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Performance.
|
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Organizational effectiveness.
|
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Performance technology.
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Task Performance and Analysis |
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Management. |
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Business & Economics. |
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Management Styles & Communication. |
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Productivité. |
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Rendement au travail. |
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Efficacité organisationnelle. |
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Industrial productivity |
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Organizational effectiveness |
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Performance |
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Organisatorisches Lernen |
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Prestatiebeoordeling. |
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Effectiviteit. |
| Added Author |
Brache, Alan P., 1950-
|
| Other Form: |
Online version: Rummler, Geary A. Improving performance. 2nd ed. San Francisco, Calif. : Jossey-Bass, ©1995 (OCoLC)777917174 |
| ISBN |
0787900907 (acid-free paper) |
|
9780787900908 (acid-free paper) |
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