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(biāo)準(zhǔn)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(xué)與做人的哲學(xué) .........................................................................10
什么是“真正的問題” .............................................................................13
經(jīng)?；煜牧鶄€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(biāo)G：澄清戰(zhàn)略目標(biāo) ......................................................29
業(yè)務(wù)轉(zhuǎn)型的四個階段 .................................................................................31
不同階段的工作重點 .................................................................................35
業(yè)務(wù)的三大盈利模式 .................................................................................47
業(yè)務(wù)的驅(qū)動關(guān)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(zhǔn)則 .....................................................................................................65
描述戰(zhàn)略目標(biāo) .............................................................................................68
第2章 一級問題P1：關(guān)注績效結(jié)果 .............................................73
一切均生意 .................................................................................................75
“外包”思維 .............................................................................................76
內(nèi)部價值鏈 .................................................................................................78
設(shè)計部門的生意 .........................................................................................85
誰是績效評價的主導(dǎo)者 .............................................................................90
建立共同愿景 .............................................................................................91
價值導(dǎo)向 .....................................................................................................95
描述一級問題 .............................................................................................98
第3章 二級問題P2：尋找驅(qū)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(qū)動要素 ...................................................................................................107
從定義到改進 ...........................................................................................122
三輪矩陣 ...................................................................................................123
設(shè)計年度目標(biāo)和預(yù)算 ...............................................................................128
第4章 三級問題P3：界定關(guān)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(guān)鍵動作的數(shù)據(jù)分解 ...............................................................................150
關(guān)鍵動作責(zé)任人 .......................................................................................151
第5章 解決方案S：設(shè)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(zhuǎn)化為模仿型工作 ...............................................................187
標(biāo)準(zhǔn)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(yù)算 ...................................................................................................196
成立管理改進小組 ...................................................................................197
管理改進小組的挑戰(zhàn) ...............................................................................199
領(lǐng)導(dǎo)人的“約法三章” ...........................................................................202
過程數(shù)據(jù)的真實性 ...................................................................................206
IPO改進復(fù)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(chǔ)：回歸“人性” ...................................................................212
問題結(jié)果性評估：從結(jié)果到動作 ...........................................................216
執(zhí)行過程性的評估 ...................................................................................219
結(jié)果性的評估 ...........................................................................................224
第8章 GPS-IE?管理改進系統(tǒng)的意義與應(yīng)用 ..............................227
組織能力的提升 .......................................................................................228
管理者的轉(zhuǎn)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(zé)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(xué)習(xí)與發(fā)展（含培訓(xùn)） ...........................................