By Richard A. Swanson
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Additional info for Analysis for Improving Performance: Tools for Diagnosing Organizations and Documenting Workplace Expertise
Because the survey did not establish that the real organizational performance issues was intergroup communication, the performance improvement staff focused on developing interpersonal skills. The analysts failed to take a systems view of their growing organization and the requirement to assist increasing numbers of interdependent work groups in learning new ways to coordinate their work efforts. And the humanistically oriented staff, working at the interpersonal skills level, had completely missed a major systems issue.
These systems-oriented analysts know that focusing activities and programs on the wrong targets is a waste of organizational resources. They understand the importance of examining the interdependencies between organization subsystems to identify the real sources of problems, most of which will not yield to isolated personnel development efforts. Partial Solutions Don’t Work A software firm added new communication equipment to speed the process of answering customers who telephoned with software questions.
Systems Model of Performance Improvement This section presents a system/process model in graphic form that illustrates the organization, the processes within it, and the external forces from outside. This relatively simple but holistic model provides a vehicle for conceptually moving around during the process of improving performance. 3). 3 Systems model of performance improvement Outputs 5 Evaluate 26 ANALYSIS: The Key to Improving Performance Perceptions of Performance Organizational performance is mediated through human expertise and effort.
Analysis for Improving Performance: Tools for Diagnosing Organizations and Documenting Workplace Expertise by Richard A. Swanson