Improving Performance: How to Manage the White Space on the Organization Chart Hardcover – 4 Jan 2013
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From the Inside Flap
With more than 150,000 units of two prior editions sold worldwide, Improving Performance: How to Manage the White Space on the Organization Chart is recognized as the book that launched the Process Improvement revolution. This seminal work by the cofounders of the Rummler–Brache Group emphasizes that the greatest opportunities for performance improvement often lie in the functional interfaces those points at which the baton is being passed from one department to another.
Through case studies and examples, Improving Performance shows how the Rummler–Brache approach can:
- Resolve nagging white space issues
- Forge a stronger link between strategy and process redesign
- Install a 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
- Develop a customer–focused, participative, accountability–based culture
With multiple charts, checklists, and new hands–on tools, the third edition of Improving Performance will enable you to better understand your organization and bring about top–to–bottom productivity gains.
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
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Top customer reviews
If you are looking to improve the performance of your business (any size) read this book, don't be fooled into thinking this book is just for large organisations with large organisation charts, it is not, it is about using systems thinking to get the best out of your strategy, processes and people.
Why only four stars? Because the first edition is available at a fraction of the cost and is almost identical, after 20 years I would have expected a bigger update than two chapters full of waffle
Most helpful customer reviews on Amazon.com
The value of graphically representing both organizations and the work they do is important in the extreme.
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