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Foreword | ix | |
Preface | xiii | |
About the Author | xvii | |
Part 1 | Performance improvement: Getting it started | |
Chapter 1 | Performance improvement: An overview of today's realities | 3 |
A. | Performance definitions | 3 |
B. | Why the powerfully felt need for performance improvement by leaders? | 4 |
C. | Limited success in performance improvement | 7 |
D. | Specific reasons why leaders start performance improvement | 8 |
E. | A process approach: The first look | 12 |
F. | Summary | 13 |
G. | Suggested action steps for organizational/team leaders | 13 |
Chapter 2 | Performance gaps and deficiencies: An overview | 15 |
A. | Model of ideal performance definitions by leadership | 15 |
B. | Performance at the operational level | 17 |
C. | Goals, standards, key performance indicators and models of effective performance: Measures of performance | 20 |
D. | Identifying areas needing performance improvement | 20 |
E. | Conclusions | 21 |
F. | Suggested action steps for organizational/team leaders | 21 |
Chapter 3 | Deciding on performance improvement: Useful concepts and tools | 23 |
A. | Process for deciding about performance improvement: If/what/how? | 24 |
B. | The four stages | 25 |
C. | The organizational success model: A model of effective performance | 32 |
D. | Suggested action steps for organizational/team leaders | 35 |
Chapter 4 | Performance improvement and goal setting: Making the strategic vision happen | 37 |
A. | Characteristics of effective goals | 37 |
B. | Sources of resistance to goal setting | 38 |
C. | Benefits from organizational/team goal setting | 39 |
D. | Cascading goals | 39 |
E. | Special case: Large teams in big organizations | 40 |
F. | Cascading goals down to the individual | 41 |
G. | Measuring performance: Goals and key performance indicators | 42 |
H. | A brief case study: Another model of effective performance | 44 |
I. | The role of feedback | 46 |
J. | Conclusion | 49 |
K. | Suggested action steps for organizational/team leaders | 49 |
Part 2 | Performance improvement: Taking action | |
Chapter 5 | Building a learning organization | 53 |
A. | The learning organization: A starting point for performance improvement | 54 |
B. | The model for growth: Learning and skill development | 56 |
C. | Building learning organizations: Two case studies | 61 |
D. | Summary and conclusion | 66 |
E. | Suggested action steps for organizational/team leaders | 66 |
Chapter 6 | Selection and performance: Process, tools, and techniques | 67 |
A. | Introduction and overview | 67 |
B. | Sources of information for hiring decisions | 69 |
C. | Other techniques for effective hiring | 75 |
D. | Three additional selection issues | 78 |
E. | Conclusion and summary | 79 |
F. | Suggested action steps for organizational/team leaders | 79 |
Chapter 7 | Strategic plan for the organization: Where it all starts | 81 |
A. | Connecting strategy to prior discussions | 81 |
B. | Process for creating organizational/team strategy | 82 |
C. | Cascading goals revisited and extended | 88 |
D. | Major process issues | 92 |
E. | Conclusion | 93 |
F. | Suggested action steps for organizational/team leaders | 93 |
Chapter 8 | Teams and performance | 95 |
A. | Linkage and overview | 95 |
B. | Some areas for teamwork | 95 |
C. | When to use teams and when not to use them | 96 |
D. | A model of effective teamwork | 98 |
E. | Marketing, sales, and customer service teams | 102 |
F. | Production teams | 105 |
G. | Conclusion | 107 |
H. | Suggested action steps for organizational/team leaders | 107 |
Chapter 9 | Leadership and teamwork | 109 |
A. | Introduction and linkage | 109 |
B. | The importance of leadership in organizational/team performance: Introduction | 110 |
C. | Sources of and changes in an individual's leadership/management behavior | 111 |
D. | Importance of leadership and management in organizational/team performance revisited | 112 |
E. | Model of effective management/leadership performance | 114 |
F. | Management values (beliefs about people and workers) | 118 |
G. | Participation, access, and involvement (participative management) | 120 |
H. | Interpersonal competence and communication style | 121 |
I. | Motivation: The manager and those he manages | 124 |
J. | Power and empowerment | 124 |
K. | Leadership style | 125 |
L. | Suggested action steps for organizational leaders/managers | 128 |
Chapter 10 | Performance improvement and developing the individual | 129 |
A. | What do we know about developing individual performance? | 131 |
B. | The model for growth and developing individual performance | 132 |
C. | Morale and individual performance | 134 |
D. | Performance management and developing the individual | 135 |
E. | Core competencies and developing individual performance | 138 |
F. | Conclusion: Individual learning and performance improvement | 138 |
G. | Suggested action steps for organizational/team leaders | 139 |
Chapter 11 | Training, development, and education: Helping people learn for performance | 141 |
A. | Introduction | 141 |
B. | Distinguishing training, development, and education | 141 |
C. | The three learning initiatives and performance improvement | 143 |
D. | Learning initiatives, strategic planning, and other improvement initiatives | 143 |
E. | Characteristics of effective training and development | 145 |
F. | Suggested action steps for organizational/team leaders | 151 |
Chapter 12 | Learning in support of other performance improvement initiatives | 153 |
A. | Transition | 153 |
B. | A comprehensive effort at performance improvement | 153 |
C. | Learning and strategic planning | 155 |
D. | Learning and teamwork | 156 |
E. | Knowledge and restructuring the organization | 159 |
F. | Learning and developing leadership | 160 |
G. | Suggested action steps for organizational/team leaders | 161 |
Part 3 | Evaluating and stabilizing performance improvement | |
Chapter 13 | Factors affecting performance improvement stability | 165 |
A. | Introduction and linkage | 165 |
B. | First factor affecting evaluation/stabilization: The critical role of leadership | 166 |
C. | Second factor affecting evaluation/stabilization: Characteristics of the organization and its culture | 172 |
D. | Third factor affecting performance evaluation/stabilization: Characteristics of the people involved | 174 |
E. | Fourth factor affecting performance improvement evaluation/stabilization: Characteristics of the performance improvement intervention | 175 |
F. | Conclusion | 175 |
G. | Suggested action steps for organizational/team leaders | 176 |
Chapter 14 | Comprehensive performance improvement | 179 |
A. | Introduction | 179 |
B. | Linking the basic elements of high level performance | 180 |
C. | Conclusion | 185 |
D. | Suggested action steps for organizational/team leaders | 186 |
Chapter 15 | Performance improvement efforts: Trade offs for leaders | 187 |
A. | Introduction | 187 |
B. | Performance status template: Organizational progress/systems | 188 |
C. | Conclusion and final suggested action steps for organizational/team leaders | 190 |
Index | 191 |
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