Cover image for Performance improvement--making it happen
Title:
Performance improvement--making it happen
Author:
Enos, Darryl D.
Personal Author:
Publication Information:
Boca Raton : St. Lucie Press, [2000]

©2000
Physical Description:
198 pages : illustrations ; 24 cm
Language:
English
Contents:
pt. 1. Performance improvement : getting started -- pt. 2. Performance improvement : taking action -- pt. 3. Evaluating and stabilizing performance improvement.
ISBN:
9781574442823
Format :
Book

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Material Type
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Status
Central Library HD58.7 .E4458 2000 Adult Non-Fiction Central Closed Stacks
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Summary

Summary

Your business - large or small, profit or not-for-profit, government or private - will benefit from the techniques found in Performance Improvement: Making it Happen. It offers a comprehensive, practical approach to diagnostic performance problems and their causes. More importantly, it gives you the tools and methods for achieving major performance improvement in individuals, teams, and organizations.


Reviews 1

Choice Review

Based on his wide-ranging consulting work, Enos summarizes his philosophy and experience concerning performance improvement. A senior officer of the consulting firm Achievement Associates, he has assisted Fortune 500 companies, mid-sized organizations, and not-for-profit organizations. The author defines performance improvement and summarizes selected performance improvement interventions for companies. These interventions include strategic planning, team building, career development, effective hiring, training, and leadership. Enos shares case studies of each intervention by first describing the company and then outlining how interventions were accomplished. At the end of each chapter, he provides action steps for organizational and team leaders. This book, designed for practitioners of performance improvement, provides examples and opinions based on experience. It also gives two-year technical school students a brief overview of some classic theories and models of management, including the Johari Window, Theory X and Y, Kirkpatrick's four levels of training evaluation, and Maslow's motivation theory. Comprehensive textbooks and casebooks in human resource management and organizational behavior would be more appropriate for colleges and universities. ; Boise State University


Table of Contents

Forewordp. ix
Prefacep. xiii
About the Authorp. xvii
Part 1 Performance improvement: Getting it started
Chapter 1 Performance improvement: An overview of today's realitiesp. 3
A. Performance definitionsp. 3
B. Why the powerfully felt need for performance improvement by leaders?p. 4
C. Limited success in performance improvementp. 7
D. Specific reasons why leaders start performance improvementp. 8
E. A process approach: The first lookp. 12
F. Summaryp. 13
G. Suggested action steps for organizational/team leadersp. 13
Chapter 2 Performance gaps and deficiencies: An overviewp. 15
A. Model of ideal performance definitions by leadershipp. 15
B. Performance at the operational levelp. 17
C. Goals, standards, key performance indicators and models of effective performance: Measures of performancep. 20
D. Identifying areas needing performance improvementp. 20
E. Conclusionsp. 21
F. Suggested action steps for organizational/team leadersp. 21
Chapter 3 Deciding on performance improvement: Useful concepts and toolsp. 23
A. Process for deciding about performance improvement: If/what/how?p. 24
B. The four stagesp. 25
C. The organizational success model: A model of effective performancep. 32
D. Suggested action steps for organizational/team leadersp. 35
Chapter 4 Performance improvement and goal setting: Making the strategic vision happenp. 37
A. Characteristics of effective goalsp. 37
B. Sources of resistance to goal settingp. 38
C. Benefits from organizational/team goal settingp. 39
D. Cascading goalsp. 39
E. Special case: Large teams in big organizationsp. 40
F. Cascading goals down to the individualp. 41
G. Measuring performance: Goals and key performance indicatorsp. 42
H. A brief case study: Another model of effective performancep. 44
I. The role of feedbackp. 46
J. Conclusionp. 49
K. Suggested action steps for organizational/team leadersp. 49
Part 2 Performance improvement: Taking action
Chapter 5 Building a learning organizationp. 53
A. The learning organization: A starting point for performance improvementp. 54
B. The model for growth: Learning and skill developmentp. 56
C. Building learning organizations: Two case studiesp. 61
D. Summary and conclusionp. 66
E. Suggested action steps for organizational/team leadersp. 66
Chapter 6 Selection and performance: Process, tools, and techniquesp. 67
A. Introduction and overviewp. 67
B. Sources of information for hiring decisionsp. 69
C. Other techniques for effective hiringp. 75
D. Three additional selection issuesp. 78
E. Conclusion and summaryp. 79
F. Suggested action steps for organizational/team leadersp. 79
Chapter 7 Strategic plan for the organization: Where it all startsp. 81
A. Connecting strategy to prior discussionsp. 81
B. Process for creating organizational/team strategyp. 82
C. Cascading goals revisited and extendedp. 88
D. Major process issuesp. 92
E. Conclusionp. 93
F. Suggested action steps for organizational/team leadersp. 93
Chapter 8 Teams and performancep. 95
A. Linkage and overviewp. 95
B. Some areas for teamworkp. 95
C. When to use teams and when not to use themp. 96
D. A model of effective teamworkp. 98
E. Marketing, sales, and customer service teamsp. 102
F. Production teamsp. 105
G. Conclusionp. 107
H. Suggested action steps for organizational/team leadersp. 107
Chapter 9 Leadership and teamworkp. 109
A. Introduction and linkagep. 109
B. The importance of leadership in organizational/team performance: Introductionp. 110
C. Sources of and changes in an individual's leadership/management behaviorp. 111
D. Importance of leadership and management in organizational/team performance revisitedp. 112
E. Model of effective management/leadership performancep. 114
F. Management values (beliefs about people and workers)p. 118
G. Participation, access, and involvement (participative management)p. 120
H. Interpersonal competence and communication stylep. 121
I. Motivation: The manager and those he managesp. 124
J. Power and empowermentp. 124
K. Leadership stylep. 125
L. Suggested action steps for organizational leaders/managersp. 128
Chapter 10 Performance improvement and developing the individualp. 129
A. What do we know about developing individual performance?p. 131
B. The model for growth and developing individual performancep. 132
C. Morale and individual performancep. 134
D. Performance management and developing the individualp. 135
E. Core competencies and developing individual performancep. 138
F. Conclusion: Individual learning and performance improvementp. 138
G. Suggested action steps for organizational/team leadersp. 139
Chapter 11 Training, development, and education: Helping people learn for performancep. 141
A. Introductionp. 141
B. Distinguishing training, development, and educationp. 141
C. The three learning initiatives and performance improvementp. 143
D. Learning initiatives, strategic planning, and other improvement initiativesp. 143
E. Characteristics of effective training and developmentp. 145
F. Suggested action steps for organizational/team leadersp. 151
Chapter 12 Learning in support of other performance improvement initiativesp. 153
A. Transitionp. 153
B. A comprehensive effort at performance improvementp. 153
C. Learning and strategic planningp. 155
D. Learning and teamworkp. 156
E. Knowledge and restructuring the organizationp. 159
F. Learning and developing leadershipp. 160
G. Suggested action steps for organizational/team leadersp. 161
Part 3 Evaluating and stabilizing performance improvement
Chapter 13 Factors affecting performance improvement stabilityp. 165
A. Introduction and linkagep. 165
B. First factor affecting evaluation/stabilization: The critical role of leadershipp. 166
C. Second factor affecting evaluation/stabilization: Characteristics of the organization and its culturep. 172
D. Third factor affecting performance evaluation/stabilization: Characteristics of the people involvedp. 174
E. Fourth factor affecting performance improvement evaluation/stabilization: Characteristics of the performance improvement interventionp. 175
F. Conclusionp. 175
G. Suggested action steps for organizational/team leadersp. 176
Chapter 14 Comprehensive performance improvementp. 179
A. Introductionp. 179
B. Linking the basic elements of high level performancep. 180
C. Conclusionp. 185
D. Suggested action steps for organizational/team leadersp. 186
Chapter 15 Performance improvement efforts: Trade offs for leadersp. 187
A. Introductionp. 187
B. Performance status template: Organizational progress/systemsp. 188
C. Conclusion and final suggested action steps for organizational/team leadersp. 190
Indexp. 191

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