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

Rummler, Geary A.; Brache, Alan P.

Hardcover

ISBN 10: 1555422144 ISBN 13: 9781555422141

Publisher: Jossey-Bass Inc.,U.S., 1990

Synopsis

This book presents a complete and integrated approach to improving organizational performance - showing managers and staff analysts how to bring about positive change on three levels: the organizational level (strategies, structures, goals, resources); the process level (how the work is done); and the level of the individual job or job performer. Provides concrete suggestions for improving the performance of the whole organization by setting goals, addressing design issues, and determining management practices for each level. It identifies and shows how to manage the key factors that determine organizational performance, from corporate strategy to reward systems.

About this title

From the Back Cover

Which is more important your people, or your processes? Over the long haul, even strong people can't compensate for a weak process. Sure, some occasional success may come from team or individual heroics. But if you pit a good performer against a bad process, the process will win almost every time. The expanded and revised third edition of Improving Performance provides step-by-step detailed instruction on how to apply the Rummler-Brache methodology to reconstruct processes so they boost rather than impede productivity. Praise for Improving Performance "Tower's ability to grow from a startup in 1990 to one of the fifty largest property/casualty insurance writers in the United States was the result of combining clear, strategic goals and effective process design and execution. Rummler and Brache's Improving Performance , specifically the Nine Performance Variables, provided a comprehensive framework to help Tower deliver on the commitment to growth and allow us to serve the needs of agents, insureds, and employees." Michael H. Lee, president and chief executive officer, Tower Group Companies "Times change. People conceive new products and services. Organizations shift to dramatically different business models. But what doesn't change is that managers and executives still rely on processes to conduct their business . . . . Improving Performance remains the sacred text on process design, and this new edition offers state-of-the-art insights to make sure your processes are sleek and strong." Price Pritchett, Ph.D., chairman and chief executive officer, PRITCHETT, LP

About the Author

GEARY A. RUMMLER Geary A. Rummler is a partner in The Rummler-Brache Group (RBG), a research and consulting group specializing in the design and development of organization performance systems for business and governmental organizations in the U.S. and abroad. He is coauthor (with G.S. Odiorne) of Training and Development: A Guide for Professionals (1988). Alan P. Brache is a partner in and President/CEO of RBG. His most recent work has focused on Process Improvement and Management, a methodology for implementing strategy and resolving critical issues through the identification, documentation, analysis, design, measurement, and continuous improvement of business processes. ALAN P. BRACHE Geary A. Rummler is a partner in The Rummler-Brache Group (RBG), a research and consulting group specializing in the design and development of organization performance systems for business and governmental organizations in the U.S. and abroad. He is coauthor (with G.S. Odiorne) of Training and Development: A Guide for Professionals (1988). Alan P. Brache is a partner in and President/CEO of RBG. His most recent work has focused on Process Improvement and Management, a methodology for implementing strategy and resolving critical issues through the identification, documentation, analysis, design, measurement, and continuous improvement of business processes.

Edition details

• Publisher: Jossey-Bass Inc.,U.S.
• Publication date: 1990
• Language: English
• ISBN 10: 1555422144
• ISBN 13: 9781555422141
• Binding: Hardcover
• Number of pages: 228