Improving performance how to manage the white space on the organization chart
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 continuou...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco, CA :
Jossey-Bass
c1995.
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| Edición: | 2nd ed |
| Colección: | The Jossey-Bass management series
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| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627571506719 |
Tabla de Contenidos:
- 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.
