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Product Description
Product Description
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.
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.
From the Inside Flap
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.
Inside This Book
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First Sentence
Many managers don't understand their businesses. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Many managers don't understand their businesses. Read the first page
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Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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