Preface |
|
ix | |
Special Note to Managers |
|
xii | |
Acknowledgments |
|
xvii | |
Introduction |
|
xix | |
PART I New Opportunities Within Organizations |
|
|
The Industrial Roots of Performance Improvement |
|
|
3 | (17) |
|
|
5 | (9) |
|
Quality Improvement Initiatives |
|
|
14 | (1) |
|
|
15 | (1) |
|
|
16 | (2) |
|
|
18 | (2) |
|
Developments in Organization Science |
|
|
20 | (18) |
|
The Influence of Social Science |
|
|
21 | (1) |
|
Pioneering Innovations in Organization Design and Management |
|
|
21 | (5) |
|
Mechanistic and Organic Work Systems |
|
|
26 | (6) |
|
High-Performance Work Systems |
|
|
32 | (3) |
|
Rethinking Human Performance |
|
|
35 | (1) |
|
|
36 | (2) |
|
Knowledge Workers as the Means of Production |
|
|
38 | (31) |
|
Knowledge Workers: A Critical Resource |
|
|
39 | (3) |
|
The Nature of Enterprises |
|
|
42 | (5) |
|
|
47 | (4) |
|
|
51 | (3) |
|
|
54 | (7) |
|
Implications for Enterprise |
|
|
61 | (2) |
|
New Approaches to the Design and Management of Work |
|
|
63 | (3) |
|
|
66 | (2) |
|
|
68 | (1) |
|
Managing to Increase Productivity |
|
|
69 | (24) |
|
Training Is Not the Answer |
|
|
70 | (2) |
|
Meeting the Productivity Challenge |
|
|
72 | (4) |
|
Achieving a Radical Redesign of Work |
|
|
76 | (7) |
|
Establishing Organizational Competitive Advantage |
|
|
83 | (8) |
|
|
91 | (2) |
|
|
93 | (26) |
|
|
94 | (4) |
|
Accounting for the Value of Human Resources |
|
|
98 | (4) |
|
Valuing Performance Improvement Initiatives |
|
|
102 | (3) |
|
|
105 | (6) |
|
|
111 | (4) |
|
|
115 | (4) |
PART II Improving Human Performance |
|
|
New Perspective on Human Performance |
|
|
119 | (9) |
|
The New Work of Management |
|
|
119 | (3) |
|
The Central Challenge for Today's Managers |
|
|
122 | (6) |
|
Natural Order in Enterprise Systems |
|
|
128 | (12) |
|
|
128 | (4) |
|
|
132 | (5) |
|
A Few Words about Hierarchies |
|
|
137 | (1) |
|
Systems Approach to Improving Performance |
|
|
138 | (1) |
|
|
139 | (1) |
|
|
140 | (17) |
|
|
142 | (6) |
|
Distinguishing Types of Work |
|
|
148 | (2) |
|
High- or Low-Discretion Work |
|
|
150 | (5) |
|
Performance Improvement Opportunity |
|
|
155 | (2) |
|
Don't Just Engineer, Humaneer |
|
|
157 | (33) |
|
Learning a New Approach for Improving Performance |
|
|
158 | (8) |
|
The Challenge to Learn It All |
|
|
166 | (2) |
|
Differences Between Humaneered and Engineered Work |
|
|
168 | (22) |
|
Strategies to Assess Performance Challenges |
|
|
190 | (16) |
|
The Process of Assessment and Diagnosis |
|
|
191 | (2) |
|
|
193 | (1) |
|
Steps in Assessing Performance |
|
|
194 | (1) |
|
Step 1--Issue Identification |
|
|
195 | (6) |
|
Step 2--Factor Assessment |
|
|
201 | (2) |
|
Step 3--System Diagramming |
|
|
203 | (3) |
|
Strategies to Improve Performance |
|
|
206 | (19) |
|
The Importance of Initiative Design and Testing |
|
|
207 | (4) |
|
Systemic Approach to Performance Improvement |
|
|
211 | (14) |
PART III The Consultant as Instrument |
|
|
Instruments of Performance Improvement |
|
|
225 | (21) |
|
|
226 | (5) |
|
Current Approaches to Improving Human Performance |
|
|
231 | (6) |
|
Managing Performance Improvement |
|
|
237 | (4) |
|
New Support for Management |
|
|
241 | (3) |
|
Instruments of Performance Improvement |
|
|
244 | (1) |
|
|
245 | (1) |
|
Continuous Process for Improving Performance |
|
|
246 | (11) |
|
|
248 | (4) |
|
|
252 | (1) |
|
Continuous Consulting Process |
|
|
253 | (3) |
|
|
256 | (1) |
|
|
256 | (1) |
|
|
257 | (14) |
|
The Complexity of Human Performance Consulting |
|
|
258 | (1) |
|
The Jig-Saw Puzzle Metaphor |
|
|
258 | (3) |
|
Characteristics of Competent Consultants |
|
|
261 | (2) |
|
Criteria for Consultant Selection |
|
|
263 | (4) |
|
Consulting Process and Organization Design |
|
|
267 | (4) |
Afterword |
|
271 | (5) |
Appendix A Benchmarking Study Report |
|
276 | (70) |
|
Developing a World-Class Consulting Function to Improve Performance and Productivity |
|
|
277 | (69) |
Appendix B Project Report |
|
346 | (60) |
|
Developing a Strategy to Improve Field Sales Performance |
|
|
347 | (59) |
Index |
|
406 | (11) |
About the Author |
|
417 | |