Performance Improvement: Making it Happen, Second Edition, 2nd Edition (Hardback) book cover

Performance Improvement

Making it Happen, Second Edition, 2nd Edition

By Darryl D. Enos

Auerbach Publications

324 pages | 27 B/W Illus.

Purchasing Options:$ = USD
Hardback: 9781420045840
pub: 2007-06-12
SAVE ~$21.00
eBook (VitalSource) : 9780429248245
pub: 2007-06-12
from $52.50

FREE Standard Shipping!


While organizations differ from each other, they are also alike in many ways. Regardless of whether they are large or small, not-for-profit or profit driven, these organizations usually face similar challenges, problems, and opportunities pertaining to performance.

Based on the experiences of over 300 organizations, Performance Improvement: Making it Happen, Second Edition details an effective step-by-step approach toward improving organizational performance. It combines state-of-the-art knowledge and techniques in organizational development with many actual cases and experiences. The book is organized into three parts that are targeted at gaining the most from organizational performance: Getting It Started, Taking Action, and Making It Permanent.

This second edition features real-world examples dealing with issues representative of those found in a variety of industries and the concepts and methods of improvement used. The final part provides readers with a plan for integrating many of the performance improvement interventions and programs previously discussed into an overall approach for making improvements successful and continuous. This final section also features three very different organizations that have used many of the performance improvement programs discussed in the book. Their measured progress in performance is highlighted.

Table of Contents


Performance Improvement Efforts: They Are Everywhere

An Overview of Today's Realities

Performance Definitions

Powerful Need for Performance Improvement

Limited Success in Performance Improvement

Organization: A Fortune 500 Communications Company with

Worldwide Reach

Specific Reasons Why Leaders Start Performance Improvement

Organization: Small Consumer Services Company

A Process Approach: The First Look


Suggested Action Steps for Organizational or Team Leaders

End Notes

Performance Gaps and Deficiencies: An Overview for

Facing Reality

Organization: Chiropractic Partnership

Leadership Definitions of Their Organization's Performance:

The Ideal Case

Organization: Webster University Performance at the Operational


Organization: May Co. Inc., One of the Country's Largest Retailers

(Recently Purchased by Federated)

Goals, Standards, Key Performance Indicators, and Models of

Effective Performance: Measures of Performance

Identifying Areas of Performance Improvement

Performance Improvement


Suggested Action Steps for Organizational or Team Leaders

End Notes

Deciding on Performance Improvement:

Useful Concepts and Tools


Organization: Matheny Heating and Cooling Service, Inc.

A Process for Deciding About and Managing Performance Improvement: If / What / How?

The General Model of Planned Change Overview

The Four Stages

Stage I: Entering and Contracting

Stage II: Diagnosis

Organizational Unit: A Large Information Technology


Stage III: Panning and Intervention

Organization: Motor Appliance Corporation

Stage IV: Evaluation

A Model of Effective Performance: The Organizational

Success Model

Organization: Ehrhardt Tool and Machine Company

Suggested Action Steps

End Notes

Improving Performance for New Organizations

Why This Chapter?

Scenario 1: The New Start-up Organization

Organization: A Healthcare Services and Products Firm

Scenario 2: Mergers and Acquisitions

Scenario 3: Significant Change in the Leadership of an existing

Organization due to the Addition or Loss of Significant Leaders

Organization: Landshire Sandwiches Inc.

Scenario 4: A New Department or Unit within a Larger Organization

when that Unit Will Be Permanent (i.e., not a temporary

project team)

Suggested Action Steps

End Notes

Performance Improvement and Goal Setting:

Making the Strategic Vision Happen


Characteristics of Effective Goals

Sources of Resistance to Goal Setting

Scottrade Company

Benefits from Organizational or Team Goal Setting

Cascading Goals

Organization: Tone's Brothers

Special Case: Large Teams in Big Organizations

Organization: The Pro*Visions Pet Specialty Enterprises

Sales Team for Ralston Purina, Co. (now a part of Nestle)

Cascading Goals Down to the Individual

Measuring Performance: Goals and Key Performance Indicators

A Brief Case Study: Another Model of Effective Performance

Organization: An Engineering Fabrication and Process Consulting


Organization: Scottsdale Securities, Inc

The Role of Feedback

Organization: A Privately Owned Real Estate Company

Managed by the Owner


Suggested Action Steps for Organizational Decision Makers

End Notes


Strategic Plan for the Organization: Where It All Starts

Connecting Strategy to Prior Discussions

Recommended Process for Creating Organizational or Team


Component 1: The Strategic Timeframe and Identification

of the Driving Force

Organization: Tone's Brothers

Component 2: The Strategic Concept Statement

Component 3: Evaluation of the Current Situation

Component 4: Strategic Objectives

Cascading Goals Revisited and Extended

Organization: Scottsdale Securities, Inc. (now Scottrade Inc.)

Organization: Medium-Sized Law Firm (Roberts, Perryman,

Bomkamp & Meives, P.C.)

Organization: Development Department of an Average-Sized

Private University (Webster University)

Major Process Issues


Suggested Action Steps for Organizational or Team Leaders

End Notes

Building a Learning Organization:

Importance and Methods

Review and Linkage

The Learning Organization: A Starting Point for

Performance Improvement

Performance Improvement

Defining a Learning Organization

Organization: Mid-sized Credit Union

The Model for Growth: Learning and Skill Development

Building Learning Organizations: Three Case Studies

Case Study 1: Landshire Sandwiches, Inc.

Case Study 2: Anheuser-Busch, Inc.

Case Study 3: Scottrade Inc. (see Chapters 3 and 6 for

data on Scottrade)

Summary and Conclusion

Suggested Action Steps for Organizational or Team Leaders

End Notes

Selection, Strategy, and Performance:

Process, Tools, and Techniques

Introduction and Overview

Sources of Information for Hiring Decisions

Steps 1 - 5

Organization: Site Oil Company

Organization: Ralston Purina Training Function (now Nestle Purina)

Purina Selection Process (now Nestle Division),

Pro*Visions Department

Other Techniques for Effective Selection

Three Additional Selection Issues

Conclusion and Summary

Suggested Action Steps for Organizational or Team Leaders

End Notes

Leadership, Management, and Teamwork

Introduction and Linkage

Previous Chapters as a Linkage to Leadership, Management, and


The Importance of Leadership and Team Management

Sources of and Changes in an Individual's Leadership and

Management Behavior

Importance of Leadership and Management in Organizational or

Team Performance Revisited

Model of Effective Management and Leadership Performance

Managing and Leading Area 1: Management Values

(Beliefs about People and Workers)

Managing and Leading Area 2: Participation, Access, and

Involvement (Participative Management)

Managing and Leading Area 3: Interpersonal Competence and

Communication Style

Managing and Leading Area 4: Motivation: The Managers and

Those They Manage

Managing and Leading Area 5: Power and Empowerment

Managing and Leading Area 6: Leadership Style

Organization: Ranken Technical College

Suggested Action Steps for Leaders and Managers

End Notes

Teams: Their Uses and Impact on Performance

Linkage and Overview

Some Areas for Teamwork

When to Use Teams and When Not to Use Them

A Model of Effective Teamwork

Organization: ACF (American Car Foundry)

Marketing, Sales, and Customer Service Teams

Organization: A 20-Person Advertising Company

Production Teams

Company: Tone's Brothers


Suggested Action Steps for Organizational or Team Decision Makers

End Notes

Performance Management: Goals, Feedback, and Performance

A Brief Review Related to This Topic

The Role of Departments, Teams, and Individuals

Call Center at Scottrade Company

At the Individual Level

A Model Effective Performance Management Program

Organizations Doing PMPs Correctly

Summary and Conclusion

Suggested Action Steps for Organizational or Team Leaders

End Notes

Recent Programs Emphasizing Effectiveness and Efficiency

How This Chapter Fits In

Project Management

An Overview of the Connection between Project Management and

Organizational Development/Performance Improvement

Two Manufacturing Interventions Related to Performance


Lean Manufacturing and Six Sigma

Ehrhardt Tool and Machinery Company (see Chapter 3)

Conclusion and Summary

Suggested Steps for Organizational or Team Leaders

End Notes

Performance Improvement

Performance Improvement: Change, Learning, and

Developing the Individual


What Is Known about Developing Individual Performance

The Model for Growth and Developing Individual Performance

Morale and Individual Performance

Performance Management and Developing the Individual

Organization: Pro*Visions Pet Specialty Enterprises Sales Team

for Ralston Purina Co

Core Competencies and Developing Individual Performance

Conclusion: Individual Learning and Performance Improvement

Suggested Action Steps

End Notes

Learning in Performance and Performance Improvement

The Importance of Learning in Organizational Performance


Learning and Previous Topics

A Practical Model of How People Learn

Suggested Action Steps for Organizational or Team Leaders

End Notes

Programs for Training, Development, and Education:

Helping People Learn for Performance


Distinguishing Training, Development, and Education

The Three Learning Initiatives and Performance Improvement

Characteristics of Effective Training and Development

Organization: Veterinary Sales Team, Ralston Purina

(now a part of Nestle)

Organization: Division of Family Services (DFS), Boot Heel of


Suggested Action Steps for Organizational or Team Leaders

End Notes



Factors Affecting Performance Improvement Impact and


Introduction and Linkage

External Forces Requiring Change by Organizations

Forces Working against Change

Techniques for Encouraging Change

First Technique for Encouraging Performance Improvement

Change: The Critical Role of Leadership

Organization: Division of Family Services, Boot Heel of


Organization: Ranken Technical College

Second Technique for Encouraging Performance Improvement

Change: Changing the Organization and Culture

Third Technique for Encouraging Performance Improvement

Change: Changing the Characteristics

Fourth Technique for Encouraging Performance Improvement

Change: Conducting Effective Performance Improvement


Summary and Conclusion

Suggested Action Steps for Organizational or Team Leaders

End Notes

Comprehensive Performance Improvement:

Actions for Leadership


Strategic Questions

Operations Questions

Linking the Basic Elements of High-Level Performance

Organization: A Consumer Products Company

Conclusion and Summary

Suggested Action Steps for Organizational Leaders

End Notes

Performance Improvement Efforts: Trade-offs for Leaders


Scottrade Inc.

Landshire Inc.

Alliance Credit Union

Leadership's Biggest Problem

Subject Categories

BISAC Subject Codes/Headings:
BUSINESS & ECONOMICS / Human Resources & Personnel Management
BUSINESS & ECONOMICS / Management Science
TECHNOLOGY & ENGINEERING / Industrial Engineering