IMPROVING PERFORMANCE: How to Manage the White Space on the Organization Chart -- CONTENTS -- LIST OF FIGURES AND TABLES -- FOREWORD -- PREFACE -- THE AUTHORS -- PART ONE A FRAMEWORK FOR IMPROVING PERFORMANCE -- CHAPTER ONE VIEWING ORGANIZATIONS AS SYSTEMS -- The Traditional (Vertical) View of an Organization -- The Systems (Horizontal) View of an Organization -- The Organization as an Adaptive System -- The Reality of Adaptation -- CHAPTER TWO THREE LEVELS OF PERFORMANCE: ORGANIZATION, PROCESS, AND JOB/PERFORMER -- I: The Organization Level -- II: The Process Level -- III: The Job/Performer Level -- The Nine Performance Variables -- Organization Level -- Process Level -- Job/Performer Level -- A Holistic View of Performance -- Using the Three Levels Framework -- PART TWO EXPLORING THE THREE LEVELS OF PERFORMANCE -- CHAPTER THREE THE ORGANIZATION LEVEL OF PERFORMANCE -- Exploring the Organization Level -- Understanding and Managing the Organization Level -- The Performance Variables at the Organization Level -- Summary -- CHAPTER FOUR THE PROCESS LEVEL OF PERFORMANCE -- What Is a Process? -- Understanding and Managing the Organization Level -- Why Look at Processes? -- The Performance Variables at the Process Level -- Summary -- CHAPTER FIVE THE JOB/PERFORMER LEVEL OF PERFORMANCE -- What Is the Job/Performer Level? -- Taking Action at the Job/Performer Level -- The Performance Variables at the Job/Performer Level -- Summary -- PART THREE APPLYING THE THREE LEVELS OF PERFORMANCE -- CHAPTER SIX LINKING PERFORMANCE TO STRATEGY -- What Is Strategy? -- Why Do Strategies Fail? -- The Three Levels of Strategy Implementation -- Linking Performance to Strategy: An Example -- Summary -- CHAPTER SEVEN MOVING FROM ANNUAL PROGRAMS TO SUSTAINED PERFORMANCE IMPROVEMENT -- Four Examples of Flawed Performance Improvement Efforts.

Organizationwide Performance Improvement -- Two Case Studies -- Summary -- CHAPTER EIGHT DIAGNOSING AND IMPROVING PERFORMANCE: A CASE STUDY -- The Three Levels Approach to Performance Diagnosis and Improvement -- A Situation Requiring Diagnosis -- Project Definition and Plan -- Organization Improvement -- Process Improvement -- Job Improvement -- Implementation -- Summary -- CHAPTER NINE PROJECT DEFINITION: THE TEN ESSENTIAL STEPS -- Phase 1: Project Definition -- Step 1: Review the Outputs from Phase Ø-Performance Improvement Planning -- Step 2: Train Facilitator and Determine the Level of Facilitation Required -- Step 3: Profile Critical Processes -- Step 4: Identify Critical Process Issues -- Step 5: Establish Project Goals -- Step 6: Identify Process Dependencies -- Step 7: Identify Functional Dependencies -- Step 8: Identify Constraints and Assumptions -- Step 9: Define Project Roles -- Step 10: Develop Project Plan -- CHAPTER TEN PROCESS ANALYSIS AND DESIGN: THE TEN ESSENTIAL STEPS -- Phase 2: Process Analysis and Design -- Step 1: Document "IS" Process -- Step 2: Identify Disconnects -- Step 3: Design "SHOULD" Specifications -- Step 4: Design and Prioritize "COULD BE" -- Step 5: Develop "SHOULD" Maps -- Step 6: Develop Process Measures -- Step 7: Develop Cross-Functional Role/Responsibility Matrix -- Step 8: Identify Changes to Performance System -- Step 9: Make Recommendations -- Step 10: Develop Implementation Strategy -- CHAPTER ELEVEN OVERCOMING THE SEVEN DEADLY SINS OF PROCESS IMPROVEMENT -- CHAPTER TWELVE MEASURING PERFORMANCE AND DESIGNING A PERFORMANCE MANAGEMENT SYSTEM -- Why Measure? -- Requirements for Effective Managementof the Organization System -- Developing Sound Measures -- Building a Measurement System -- Performance Logic -- Using Measures as the Foundation of a Performance Management System -- Summary.

CHAPTER THIRTEEN MANAGING PROCESSES AND ORGANIZATIONS AS SYSTEMS -- Process Management -- Institutionalizing Process Management -- Managing the Vertical and Horizontal Organizations -- The Role of Top Management -- Process Improvement and Management and the Three Levels of Performance -- Managing an Organization as a System -- Evaluating the System -- The Systems Management Processes -- The Systems Management Culture -- Summary -- CHAPTER FOURTEEN DESIGNING AN ORGANIZATION STRUCTURE THAT WORKS -- Designing an Organization Structure -- Designing an Organization Structure That Works -- Summary -- CHAPTER FIFTEEN CREATING A PERFORMANCE-BASED HUMAN RESOURCE DEVELOPMENT FUNCTION -- Two Views of Performance Improvement -- Determining Training and Development Needs -- Designing Training -- Evaluating Training -- Designing and Managing the HRD Function -- Summary -- CHAPTER SIXTEEN DEVELOPING AN ACTION PLAN FOR PERFORMANCE IMPROVEMENT -- Step 1: Organization Level -- Step 2: Process Level -- Step 3: Job/Performer Level -- Summary -- INDEX -- INSTRUCTOR'S GUIDE -- EULA.