管理的邏輯：高績效組織的改進語言（第2版）

引言 組織發(fā)展瓶頸 .......................................................................1
管理需要有標準答案嗎 ...............................................................................2
管理操作系統(tǒng)的升級 ...................................................................................4
企業(yè)也是有機體 ...........................................................................................6
管理的錯位 ...................................................................................................8
管理的煩惱 ...................................................................................................9
做事的科學與做人的哲學 .........................................................................10
什么是“真正的問題” .............................................................................13
經(jīng)常混淆的六個基本概念 .........................................................................15
管理需要“儀表盤” .................................................................................17
GPS-IE?管理改進系統(tǒng)概述 .......................................................................18
解決問題的三大前提 .................................................................................22
第1章 目標G：澄清戰(zhàn)略目標 ......................................................29
業(yè)務轉型的四個階段 .................................................................................31
不同階段的工作重點 .................................................................................35
業(yè)務的三大盈利模式 .................................................................................47
業(yè)務的驅動關系 .........................................................................................52
分配方案的匹配 .........................................................................................54
基于戰(zhàn)略的組織規(guī)劃 .................................................................................59
價值觀的力量 .............................................................................................63
行為準則 .....................................................................................................65
描述戰(zhàn)略目標 .............................................................................................68
第2章 一級問題P1：關注績效結果 .............................................73
一切均生意 .................................................................................................75
“外包”思維 .............................................................................................76
內部價值鏈 .................................................................................................78
設計部門的生意 .........................................................................................85
誰是績效評價的主導者 .............................................................................90
建立共同愿景 .............................................................................................91
價值導向 .....................................................................................................95
描述一級問題 .............................................................................................98
第3章 二級問題P2：尋找驅動要素 ...........................................101
系統(tǒng)思考 ...................................................................................................102
三種思維方式 ...........................................................................................104
商業(yè)業(yè)態(tài)的升級 .......................................................................................106
驅動要素 ...................................................................................................107
從定義到改進 ...........................................................................................122
三輪矩陣 ...................................................................................................123
設計年度目標和預算 ...............................................................................128
第4章 三級問題P3：界定關鍵活動 ...........................................131
績效是“做”出來的 ...............................................................................132
建立三級問題的步驟 ...............................................................................136
基于經(jīng)驗的排序 .......................................................................................149
關鍵動作的數(shù)據(jù)分解 ...............................................................................150
關鍵動作責任人 .......................................................................................151
第5章 解決方案S：設計解決方案 .............................................155
1 N的偏差 ................................................................................................157
原因分析 ...................................................................................................158
策略優(yōu)選 ...................................................................................................163
計劃實施 ...................................................................................................176
創(chuàng)新型工作轉化為模仿型工作 ...............................................................187
標準操作程序編制 ...................................................................................188
崗位操作手冊形成 ...................................................................................190
第6章 實施I：推動計劃實施 .....................................................193
討厭的階段偏差 .......................................................................................194
制定預算 ...................................................................................................196
成立管理改進小組 ...................................................................................197
管理改進小組的挑戰(zhàn) ...............................................................................199
領導人的“約法三章” ...........................................................................202
過程數(shù)據(jù)的真實性 ...................................................................................206
IPO改進復盤法 ........................................................................................207
不可缺失的“過程專家” .......................................................................209
第7章 評估E：評估改進效果 .................................................... 211
評估的基礎：回歸“人性” ...................................................................212
問題結果性評估：從結果到動作 ...........................................................216
執(zhí)行過程性的評估 ...................................................................................219
結果性的評估 ...........................................................................................224
第8章 GPS-IE?管理改進系統(tǒng)的意義與應用 ..............................227
組織能力的提升 .......................................................................................228
管理者的轉型：從“救火員”到“防火員” .......................................230
區(qū)分重要的、緊急的事 ...........................................................................231
管理者的成長：回歸五大責任 ...............................................................231
全新績效管理TM .....................................................................................233
經(jīng)營行為的把控 .......................................................................................236
管理運營的全新杠桿：虛擬貨幣 ...........................................................237
學習與發(fā)展（含培訓） ...........................................