Aligning performance: improving people, systems, and organizations
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
San Francisco, Calif.
Jossey-Bass/Pfeiffer
2000
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| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIX, 284 S. Ill. |
| ISBN: | 0787947369 |
Staff View
MARC
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| 100 | 1 | |a Langdon, Danny G. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Aligning performance |b improving people, systems, and organizations |c Danny G. Langdon |
| 264 | 1 | |a San Francisco, Calif. |b Jossey-Bass/Pfeiffer |c 2000 | |
| 300 | |a XIX, 284 S. |b Ill. | ||
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| 650 | 4 | |a Performance standards | |
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Record in the Search Index
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o o
CONTENTS
FIGURES XI
ACKNOWLEDGMENTS XV
PREFACE XVII
1 INTRODUCTION TO PERFORMANCE ALIGNMENT IN BUSINESS 1
Focusing on What the Business Needs to Align 3
The Dimension of Performance in the Business Sphere 8
A 6:4:4 Model for Alignment 15
2 THE BUSINESS SPHERE: WHERE TO APPLY PERFORMANCE 16
Details of the Business Sphere 16
The Four Levels of the Business Sphere and the Proforma 21
vii
viii contents
The Business Sphere: Two Orders, Two Uses 23
Achieving Performance Alignment: The Ultimate View of Work 27
3 THE WORK BEHAVIOR OF THE BUSINESS UNIT THE WJMT OF BUSINESS 29
Defining and Measuring the Business Unit 32
Business Unit Analysis: Using a Work Map 33
Improving the Business Unit: What Not to Do! 52
Improving What the Business Is Doing: As Is Performance Analysis 54
To Be Performance Analysis 62
Grey Bar: Business Unit Level 67
4 THE WORK BEHAVIOR OF CORE PROCESSES: THE HOW OF BUSINESS 70
Three Types of Core Processes 73
As Is Process Performance Analysis 77
Measuring and Improving Core Processes 92
Making Core Processes Systematic 96
To Be Process Performance Analysis 98
Knowledge Processes 103
Grey Bar: Core Process Level 112
5 THE WORK BEHAVIOR OF INDIVIDUALS: WORK BY WHOM? 115
Learning to Use the Proforma on the Individual Level 118
Defining Jobs to Core Processes 122
The Job Model as a Job Description 131
Measuring As Is Jobs for Improvement 138
Creating To Be Jobs 144
Grey Bar: Individual Level 1S3
CONTENTS ix
6 THE WORK BEHAVIOR OF WORK GROUPS: THE ORGANIZATION OF WORK 156
Work Groups: It Depends on What the Need Is 159
As Is Work Group Performance Analysis 161
Measuring Work Groups 170
Measuring Relationships Within and Between Work Groups 171
Deciding What the Work Groups Will Be 174
Closing the Loop: Changing the Business Unit Process Element 185
Grey Bar: Work Group Level 186
7 WORK STANDARDS: THE EXCELLENCE OF WORK 189
Why We Set Standards 191
What to Set Standards Against 193
How to Set Standards Consistently 194
Using the Work Standards Matrix 197
Work Layering 199
Using the Work Standards Matrix to Set Standards 201
What Standards Need to Be Retained and Attended To? 206
8 WORK SUPPORT: THE HEALTH OF BUSINESS 208
Why Work Support Is Needed 210
Where to Provide Work Support 212
Support Needed at Each Level 212
How to Identify the Support Needed in a Systematic Way 220
Deciding on Support Work Groups by Using the Matrix 228
X CONTENTS
9 HUMAN CONSONANCE:
REDUCING THE INTERFERENCE OF THE HUMAN ELEMENT 229
What Work Noise Is 230
Human Consonance 235
Work Noise 244
Layering In Human Consonance 246
10 ACHIEVING PERFORMANCE ALIGNMENT IN BUSINESS 248
It Takes Time and Commitment 249
Performance (Work) Alignment Defined 250
Tenets of Performance Alignment 251
The Difficulty of Achieving Performance Alignment 271
REFERENCES 273
INDEX 275
ABOUT THE AUTHOR 283
o o
FIGURES
Chapter 1
Figure 1.1 Business Performance 5
Figure 1.2 Four Levels of Business Performance 7
Figure 1.3 Performance Layers 9
Figure 1.4 The Relationship of the Layers of Performance 10
Figure 1.5 The Pro forma Paradigm 11
Figure 1.6 The Language of Work Model 11
Figure 1.7 Proforma Job Aid 14
Chapter 2
Figure 2.1 The Business Sphere: Changing and Aligning Performance 18
Figure 2.2 The Business Sphere: Implementing Work 25
Chapter 3
Figure 3.1 Work Map of a Football Franchise Business Unit 35
Figure 3.2 a, b
As Is Business Unit Map 37
Figure 3.2a l Define Outputs 39
xi
xii FIGURES
Figure 3.2a 2 Define Inputs 40
Figure 3.2a 3 Label Inputs 41
Figure 3.2a 4 Define Conditions 42
Figure 3.2a 5 Define Consequences 44
Figure 3.2a 6 Define the Business Unit Process Element 46
Figure 3.2a 7 Define Feedback 48
Figure 3.2b l During and After Feedback 50
Figure 3.3 Sample Performance Questions on Output 61
Figure 3.4 Additional Business Unit Output 64
Figure 3.5a, b To Be Business Unit Map 65,66
Chapter 4
Figure 4.1 Work Map of a Football Core Process 72
Figure 4.2 Core Processes (P) and Process Elements (p) 74
Figure 4.3 Business Unit Outputs 78
Figure 4.4a l Output 79
Figure 4.4a 2 Inputs 80
Figure 4.4a 3 Conditions 81
Figure 4.4a 4 Consequences 83
Figure 4.4a 5 Process Element 85
Figure 4.4a 6 Feedback 87
Figure 4.4 As Is Engineering Design Core Process 90,91
Figure 4.5 Drilling Down a Core Process 93
Figure 4.6 To Be Process Element for Site Cleanup 99
Figure 4.7a, b To Be Core Process Map for New Software Installation 102,103
Figure 4.8 Example of Knowledge Creation for a Business Opportunity 107
Figure 4.9 Problem Solving Matrix 109
figures xiii
Chapter 5
Figure 5.1 Work Map of an Individual: Quarterback s Job 117
Figure 5.2 Converting Core Processes to Jobs 124
Figure 5. 3a, b, c
As Is Job Model for Senior Engineer 128,129,130
Figure 5.4 Job Narrative for Senior Engineer 133
Figure 5.5 Skills and Knowledge for Senior Engineer 137
Figure 5.6 Sample Winning Behaviors 139
Figure 5.7a, b, c
To Be Job Model for Senior Engineer 150,151,152
Chapter 6
Figure 6.1 Work Map for Work Group: Defensive Team 158
Figure 6.2 Sample HR Work Group Process Element 161
Figure 6.3a, b As Is Work Group Map of the Training Work Group 164,165
Figure 6.4 An Alternate to Work Group Maps for
Showing Relationships Among Work Groups 173
Figure 6.5 Assigning Outputs to Work Groups 176
Figure 6.6a, b, c
To Be Work Group Map for Engineering 178,179,180
Figure 6.7 As Is Process Element for Business Unit 186
Figure 6.8 To Be Process Element for Business Unit 186
Chapter 7
Figure 7.1 The Work Standards Matrix 196
Figure 7.2 Work Layering 200
Figure 7.3 Sample Standards for the Engineering Design Core Process 202
Figure 7.4 Work Standards Matrix for Case Business 203
Figure 7.5 Sample Assigned Standards for Process Element 205
Xiv FIGURES
Chapter 8
Figure 8.1 Work Support Matrix 221
Figure 8.2 Results of Work Support Analysis for Inputs 224
Figure 8.3 Results of Work Support Analysis for Consequences 225
Figure 8.4 Required Process Elements and Output Support for the
Business Engineering Case 227
Chapter 9
Figure 9.1 Human Consonance Matrix 236
Figure 9.2 Work Noise Matrix 245
Chapter 10
Figure 10.1 Work Performance Alignment 252
Figure 10.2 Work Simulation Game 254
Figure 10.3 Completed Work Simulation Game 257
Figure 10.4 Horizontal Alignment: Business Unit Example 259
Figure 10.5a, b
Horizontal Work Alignment for Performance Layers 260,261
Figure 10.6 Vertical Alignment in the Language of Work Model 264
Figure 10.7 Vertical Alignment: Outputs Example 265
Figure 10.8a, b
Vertical Work Alignment for Performance Layers 267,268
Figure 10.9 Synergistic Alignment of the Language of Work Model 269
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| dewey-ones | 658 - General management |
| dewey-raw | 658.3/14 |
| dewey-search | 658.3/14 |
| dewey-sort | 3658.3 214 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| indexdate | 2024-07-09T18:56:31Z |
| institution | BVB |
| isbn | 0787947369 |
| language | English |
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| spelling | Langdon, Danny G. Verfasser aut Aligning performance improving people, systems, and organizations Danny G. Langdon San Francisco, Calif. Jossey-Bass/Pfeiffer 2000 XIX, 284 S. Ill. txt rdacontent n rdamedia nc rdacarrier Arbeidsprestaties gtt Organisatieontwikkeling gtt Prestatiebeoordeling gtt Employees Training of Performance standards Performance technology HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009611952&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Langdon, Danny G. Aligning performance improving people, systems, and organizations Arbeidsprestaties gtt Organisatieontwikkeling gtt Prestatiebeoordeling gtt Employees Training of Performance standards Performance technology |
| title | Aligning performance improving people, systems, and organizations |
| title_auth | Aligning performance improving people, systems, and organizations |
| title_exact_search | Aligning performance improving people, systems, and organizations |
| title_full | Aligning performance improving people, systems, and organizations Danny G. Langdon |
| title_fullStr | Aligning performance improving people, systems, and organizations Danny G. Langdon |
| title_full_unstemmed | Aligning performance improving people, systems, and organizations Danny G. Langdon |
| title_short | Aligning performance |
| title_sort | aligning performance improving people systems and organizations |
| title_sub | improving people, systems, and organizations |
| topic | Arbeidsprestaties gtt Organisatieontwikkeling gtt Prestatiebeoordeling gtt Employees Training of Performance standards Performance technology |
| topic_facet | Arbeidsprestaties Organisatieontwikkeling Prestatiebeoordeling Employees Training of Performance standards Performance technology |
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