| | | List of Figures and Tables | | |
| | | Preface | | |
| | | The Authors | | |
| 1 | | Introduction: The Challenges Facing American Business | | 1 |
| 2 | | Viewing Organizations as Systems | | 5 |
| 3 | | Three Levels of Performance: Organization, Process, and Job/Performer | | 15 |
| 4 | | The Organization Level of Performance | | 31 |
| 5 | | The Process Level of Performance | | 44 |
| 6 | | The Job/Performer Level of Performance | | 64 |
| 7 | | Linking Performance to Strategy | | 79 |
| 8 | | Moving from Annual Programs to Sustained Performance Improvement | | 89 |
| 9 | | Diagnosing and Improving Performance: A Case Study | | 100 |
| 10 | | Redesigning Processes | | 115 |
| 11 | | Overcoming the Seven Deadly Sins of Process Improvement | | 126 |
| 12 | | Measuring Performance and Designing a Performance Management System | | 134 |
| 13 | | Managing Processes and Organizations as Systems | | 164 |
| 14 | | Designing an Organization Structure That Works | | 179 |
| 15 | | Creating a Performance-Based Human Resource Development Function | | 198 |
| 16 | | Developing an Action Plan for Performance Improvement | | 212 |
| | | References | | 217 |
| | | Bibliography | | 219 |
| | | Index | | 223 |