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Designing Organizations for High Performance

David P. Hanna, The Procter and Gamble Company

1988 0-201-12693-1 198 pp. Softcover

Published by Addison-Wesley Publishing Company

David Hanna's new book is the first to give insights into the actual processes you can use to translate organizational concepts into bottom-line improvements. His "how to" approach shows you not only successful methods of intervention, but the plans behind them-as well as the results.

Using examples from organizations as diverse as health care units, manufacturing plants, consumer goods marketers, engineering shops, religious organizations, and high tech industries, Hanna shows that designing and developing systems capable of high performance involves certain principles of human behavior that are truly universal. Included is a review of the theoretical roots behind high performance technology.

Contents

• Why Organization Theory is Helpful
• Evolution of Organization Theory
• The Organization as an Open System
• Dynamic Processes of a System
• Using the Theory to Improve Results
• Avoiding Common Fallacies
• An Example of High Performance
• Organization Design: One Key to High Performance
• The Organization Performance Model
• Cause-Effect Linkages in OP Model
• The Assessment Process
• The Design Process
• Conclusion: The Importance of Assessment and Design
• The OP Framework
• SIMI: Assessing a Research Lab
• National Computer: Assessing Late Customer Payments
• Using Assessment Data to Improve Performance
• Identifying Leverage Points
• Conclusion
• Socio-Technical Systems
• Open Systems Planning
• Previous Applications of STS and OSP: A Commentary
• The Common Plague: Internal Myopia
• The "Outside-In" Approach
• Swanville: A Manufacturing Example of "Outside-In"
• Fleming: A Purchasing Office Example of "Outside-In"
• Conclusion
• Principles for Organizing Living Systems
• Determining Departmental Boundaries
• Organizing Work Teams
• Structuring Individual Work Roles
• A Work Design Process
• Conclusion
• Cultural Attributes of HPO's
• Critical Issues for Managing Cultural Change: Don't Forget the Basics
• The Dynamics of "Backsliding"
• Conclusion
• "Maginot Lines" in Management
• Why High Performance Organizations are Vulnerable
• Nurturing the Capability for Renewal
• Conclusion: The Need for a Vision of High Performance

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