Performance Improvement : Making it Happen, Second Edition book cover
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Performance Improvement
Making it Happen, Second Edition




ISBN 9781420045840
Published June 12, 2007 by Auerbach Publications
324 Pages 27 B/W Illustrations

 
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Book Description

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

Part I PERFORMANCE IMPROVEMENT: GETTING IT STARTED
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
Summary
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
Level
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
Conclusion
Suggested Action Steps for Organizational or Team Leaders
End Notes

Deciding on Performance Improvement:
Useful Concepts and Tools
Introduction
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
Department
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
Introduction
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
Company
Organization: Scottsdale Securities, Inc
The Role of Feedback
Organization: A Privately Owned Real Estate Company
Managed by the Owner
Conclusion
Suggested Action Steps for Organizational Decision Makers
End Notes

PART II PERFORMANCE IMPROVEMENT: TAKING ACTION
Strategic Plan for the Organization: Where It All Starts
Connecting Strategy to Prior Discussions
Recommended Process for Creating Organizational or Team
Strategy
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
Conclusion
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
Teamwork
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
Conclusion
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
Improvement:
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
Introduction
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
Improvement
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
Introduction
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
Missouri
Suggested Action Steps for Organizational or Team Leaders
End Notes

PART III PERFORMANCE IMPROVEMENT:
FORCES WORKING FOR AND AGAINST NEEDED CHANGE
Factors Affecting Performance Improvement Impact and
Stability
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
Missouri
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
Interventions
Summary and Conclusion
Suggested Action Steps for Organizational or Team Leaders
End Notes

Comprehensive Performance Improvement:
Actions for Leadership
Introduction
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
Introduction
Scottrade Inc.
Landshire Inc.
Alliance Credit Union
Leadership's Biggest Problem

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