Chapter 3

The performance of an organization depends on who is in the organization and its kind of leadership. An organization can be more significant than the sum of its parts only if the whole organization is managed well by great leaders who are followed by a great team. The executive management’s functions and people should be placed in a large organizational context to get great results in terms of marketing, production, and research. In managing the organization’s performance, there is a need to look into how the team is viewed, for example, considering the customer view, the supplier, the employees and the shareholder’s view. There is a need to explore the organizational level and understand how to manage it in order to understand how an organization functions (Rummler & Brache, 2013). Organizational goals should be well known to come up with useful strategies and develop an organizational design that will assist in meeting the goals. For example, a wealthy owner of a baseball franchise will recruit the most high-skilled talent. However, he or she will not ask why his or her team does not win. In fact, a team wins because the competent individuals are greater than the sum of its part, the winning team as a whole not as individuals (Rummler & Brache, 2013).

Chapter 4

A process involves a number of steps followed to make a product or deliver a service. Every step in process should be a value adding step. For example, a product should be taken to the market for testing to increase its value. The organization can achieve its goal through logical processes which are managed by great team leaders that pay close attention to the groups formed when executing steps in the processes (Rummler & Brache, 2013). There is a need of a process map to guide the team leaders to get to the end product or service. Work in an organization is done with the support of the primary team members and management processes, for example, using a structured methodology for a process to be successful and eliminate things that might not add value to the process. The team leaders in an organization need to use the process perspective and tools to link the organization goals to individual performance (Rummler & Brache, 2013).

Chapter 5

The job /performer level is a strategy used to look at tasks and staff at all levels. To ensure effective performance, there should be a good leadership with good team leaders who are able to organize the team members depending on their ability in order to get the best outcomes in the tasks assigned to them. The goals, design, and management of an organization influence the performance level of teams and individual (Rummler & Brache, 2013).

For a great performance outcome, there is a need of input which includes raw materials, assignments, forms and customers’ need, and request which triggers people to perform. Performers are independent individuals or groups whose aim is to convert the inputs into outputs, both negative and positive, during or after performance. Then feedback is got from customers or executives in the organization (Rummler & Brache, 2013). One should take action on job/performer level as the failure to act does not allow the organization's process improvement to take roots. For example, managers in an electronic manufacturing company came up with the cycle for delivery which failed, but they designed a far superior forecasting system and launched it sooner. As a result, the introduction of the scheme became more lengthy, painful, and costly than was expected (Rummler & Brache, 2013).

Chapter 10

There are essential steps in process analysis and design including document “IS” which gives a sequence of how input is converted to output. Identification of disconnect will have negative effects on the process and its efficiency. Designing should have specifications as it will help the team in the design part to develop specifications that will meet project goals (Rummler & Brache, 2013).

Design and prioritize “Could Be” as it will provide examples of models that can be shared with team members who are in the design, Design “should” process shows how it should look like. Develop process measures link process and sub processes outputs. Developing Cross-Functional Role helps in determining the functions of steps in the new process. Identifying changes in performance system will aid in determining factors contributing to disconnected performance in various job categories, making recommendations that will assist in the implementation of the new process, and developing the strategy to capture reactions and suggestions received from team members (Rummler & Brache, 2013).

Chapter 11

There is the need for process improvement as it will help the organization to pinpoint results of teams’ efforts and save on the cost of items. There are failures that arise during process improvement, regarded as the sin in this process. Process improvement is not linked to the strategic issues that business faces; it's process improvement team is not centred on critical issues. For example, one company in the food industry is profound as it has seventy cross-functional process improvement teams. However, when asked about results, executive mumbles vague homilies about “culture change” and “empowerment.” Process improvement should involve the efforts of the right people like the top management. The process improvement teams should be given a clears appropriate charter which process designers should put into consideration. One should also consider how the changes in the process affect the people who have to work in the process. The organization should focus more on implementation than redesign (Rummler & Brache, 2013).

Reference

Rummler, G. A., & Brache, A. P. (2013). Improving performance how to manage the

white space on the organization chart. San Francisco, Jossey-Bass. Retrieved from http://site.ebrary.com/id/10630596.

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