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El. knyga: Human Performance Consulting: Transforming Human Potential into Productive Business Performance [Taylor & Francis e-book]

  • Formatas: 444 pages
  • Serija: Improving Human Performance
  • Išleidimo metai: 05-Sep-2000
  • Leidėjas: Gulf Publishing Co
  • ISBN-13: 9780080508344
Kitos knygos pagal šią temą:
  • Taylor & Francis e-book
  • Kaina: 83,08 €*
  • * this price gives unlimited concurrent access for unlimited time
  • Standartinė kaina: 118,69 €
  • Sutaupote 30%
  • Formatas: 444 pages
  • Serija: Improving Human Performance
  • Išleidimo metai: 05-Sep-2000
  • Leidėjas: Gulf Publishing Co
  • ISBN-13: 9780080508344
Kitos knygos pagal šią temą:
New rules require a new game plan. More than 80% of today's workforce comprises knowledge-and service-based workers, rendering obsolete the conventional understanding of organizational performance. New work roles require new managerial skills and methods. This innovative book shows how 'new human performance specialists' can mold and construct work situations that enhance performance, productivity, and profits.

The methods go beyond individual improvement and show how to create and sustain work situations that foster high levels of performance.

'Human Performance Consulting' presents a comprehensive framework for designing and implementing highly effective, results-orientated programs that improve employee performance. It gives managers and human-performance professionals proven methods for boosting any organization's workforce productivity and operational performance - and without huge capital expenditures, high-profile programs, and major upheavals.

James Pepitone describes the role of the internal performance consultant and explains how these individuals can add financial value to any organization by guiding human performance improvement. Case studies and examples give you a solid foundation for identifying and diagnosing performance problems.

Step-by-step instructions supply guidelines for working with existing management to make skillful changes that will improve performance and add measurable value.
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)
Looking Back
5(9)
Quality Improvement Initiatives
14(1)
Reengineering
15(1)
Looking Ahead
16(2)
References
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)
References
36(2)
Knowledge Workers as the Means of Production
38(31)
Knowledge Workers: A Critical Resource
39(3)
The Nature of Enterprises
42(5)
Human Work
47(4)
Industrial Roots
51(3)
A New World of Work
54(7)
Implications for Enterprise
61(2)
New Approaches to the Design and Management of Work
63(3)
The Challenge Ahead
66(2)
References
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)
References
91(2)
Creating Financial Value
93(26)
Proving Value
94(4)
Accounting for the Value of Human Resources
98(4)
Valuing Performance Improvement Initiatives
102(3)
Determining Value-Added
105(6)
Value-Based Consulting
111(4)
References
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)
Systems Thinking
128(4)
Enterprise Structure
132(5)
A Few Words about Hierarchies
137(1)
Systems Approach to Improving Performance
138(1)
Reference
139(1)
Need for a New Approach
140(17)
A Different Kind of Work
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)
Dialogue with Management
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)
Managing Organizations
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)
References
245(1)
Continuous Process for Improving Performance
246(11)
Challenging Situations
248(4)
The Consulting Process
252(1)
Continuous Consulting Process
253(3)
Wisdom for Consultants
256(1)
References
256(1)
Competent Consultants
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


James S. Pepitone