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 continuous improvement and growth; overcome the common pitfalls in process redesign efforts; implement the significant changes that result from Process Improvement projects; and develop a customer-focused, participative, low-conflict, accountability-based culture. Filled with updated material on performance management systems, organization design, and more, this second edition of Improving Performance offers practical guidance and an integrated framework for achieving competitive advantage by learning how to manage organizations, processes, and jobs effectively. With multiple charts, checklists, hands-on tools, and case studies, Rummler and Brache document how they have implemented this Performance Improvement and Management methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.

Part 1.A framework for improving performance: -- Viewing organizations as systems -- Three levels of performance: organization, process, and job/performer -- part 2. Exploring the three levels of performance: -- The organization level of performance -- The process level of performance -- The job/performer level of performance -- part 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.