Performance Typology Map
Abilities
Arousal
Attitude
Behavior
Beliefs
Competencies
Engagement
Environment
EI
Experience (nurture)
Feelings
Intention
Motivation
Nature (genes)
Organizational Level
Performance
Performance Improvement
Performer Level
Process Level
Results
Skills
Social Pressure
Talent
Understanding
Values
The Three level Framework (Rummler & Brache, 1990)
| Goals | Design | Management | |
| Organization Level | Organization Goals | Organization Design | Organization Management |
| Process Level | Process Goals | Process Design | Process Management |
| Job/Performer Level | Job Goals | Job Design | Job Management |
The organization is part of an economic system. It responds to the marketplace, competition, fluctuating resources, etc. The survival of the organization depends upon its ability to adapt to the demands of this external system.
Organization Goals
At the organization level, goals are strategic in that they identify the organization's:- Product and services
- Market (customer)
- Competitive advantage
- priorities
Organization Design
The design of an organization allows the goals to be met. The main tool used is a relationship map (example) which looks at the flows among major groups, rather than specific activities. That is, it creates a broad picture of the organization. The map is constructed by identifying the various units, functions, departments, or individuals expected to participate in or impact the process.The relationship map is used to help understand how the work is currently getting done so that "disconnects" can be discovered and fixed. Disconnects are missing, confusing, unneeded, or misdirected inputs or outputs.
Organization Management
Once the goals and design or structure has been identified, then the organization needs to be managed in four dimensions:- Goal - manage function subgoals so that organization goals get accomplished.
- Performance - getting customer feedback, tracking actual performance, comparing the performance to set targets, taking corrective action where needed, and resetting goals.
- Resource - manage people, equipment, and money.
- Interface - manage the "white space" between the various functions or business units.
Reference
Rummler, G. & Brache, A., (1990). Improving Performance: How to Manage the White Space on the Organization Chart. San Francisco: Jossey-Bass.