Improving Performance: How to Manage the White Space on the Organization ChartThis 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. |
From inside the book
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Page 79
... STRATEGY The bravest are surely those who have the clearest vision of what is before them , glory and danger alike , and yet notwithstanding go out ... Strategy's Position in the Nine Performance 79 CHAPTER 7 Linking Performance to Strategy.
... STRATEGY The bravest are surely those who have the clearest vision of what is before them , glory and danger alike , and yet notwithstanding go out ... Strategy's Position in the Nine Performance 79 CHAPTER 7 Linking Performance to Strategy.
Page 82
... strategy . Why Do Strategies Fail ? A solid strategy is only half the battle . In our experience , the majority of the strategies that have never come to successful fruition have not failed because they lack a clear , viable vision ...
... strategy . Why Do Strategies Fail ? A solid strategy is only half the battle . In our experience , the majority of the strategies that have never come to successful fruition have not failed because they lack a clear , viable vision ...
Page 84
... strategy ) . Once people understand the strategy , management should establish an infrastructure that supports strategy implementation . That infrastructure needs to be established at the Organization , Process , and Job / Performer ...
... strategy ) . Once people understand the strategy , management should establish an infrastructure that supports strategy implementation . That infrastructure needs to be established at the Organization , Process , and Job / Performer ...
Contents
Viewing Organizations as Systems | 5 |
Organization Process | 15 |
The Organization Level of Performance | 31 |
Copyright | |
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Common terms and phrases
allocation analysis budget competitive advantage components contribution cost cross-functional processes cross-functional team development and introduction employees ensure environment establish evaluation example feedback Field Operations Figure functional goals Goal Management Human Performance System identified impact implementation inputs interfaces Invoice Job Design Job Goals Job Model Job/Performer Level Kepner-Tregoe Larry Levels of Performance Loss Notice Manufacturing market research measurement system ment nine Performance Variables order-filling process organiza Organization and Process organization chart Organization Goals Organization Level organization performance organization structure organization's outputs perfor mance performance appraisal performance improvement Performance Management Plan problem Process Goals Process Improvement projects Process Level Process Management Process Map Process Owner process performance process steps Process Team Product Ideas products and services questions Relationship Map Reps requirements responsibilities Sales senior management Software strategy systems view Task Interference tion top management understand white space