管理的逻辑：高绩效组织的改进语言（第2版）

引言 组织发展瓶颈 .......................................................................1
管理需要有标准答案吗 ...............................................................................2
管理操作系统的升级 ...................................................................................4
企业也是有机体 ...........................................................................................6
管理的错位 ...................................................................................................8
管理的烦恼 ...................................................................................................9
做事的科学与做人的哲学 .........................................................................10
什么是“真正的问题” .............................................................................13
经常混淆的六个基本概念 .........................................................................15
管理需要“仪表盘” .................................................................................17
GPS-IE?管理改进系统概述 .......................................................................18
解决问题的三大前提 .................................................................................22
第1章 目标G：澄清战略目标 ......................................................29
业务转型的四个阶段 .................................................................................31
不同阶段的工作重点 .................................................................................35
业务的三大盈利模式 .................................................................................47
业务的驱动关系 .........................................................................................52
分配方案的匹配 .........................................................................................54
基于战略的组织规划 .................................................................................59
价值观的力量 .............................................................................................63
行为准则 .....................................................................................................65
描述战略目标 .............................................................................................68
第2章 一级问题P1：关注绩效结果 .............................................73
一切均生意 .................................................................................................75
“外包”思维 .............................................................................................76
内部价值链 .................................................................................................78
设计部门的生意 .........................................................................................85
谁是绩效评价的主导者 .............................................................................90
建立共同愿景 .............................................................................................91
价值导向 .....................................................................................................95
描述一级问题 .............................................................................................98
第3章 二级问题P2：寻找驱动要素 ...........................................101
系统思考 ...................................................................................................102
三种思维方式 ...........................................................................................104
商业业态的升级 .......................................................................................106
驱动要素 ...................................................................................................107
从定义到改进 ...........................................................................................122
三轮矩阵 ...................................................................................................123
设计年度目标和预算 ...............................................................................128
第4章 三级问题P3：界定关键活动 ...........................................131
绩效是“做”出来的 ...............................................................................132
建立三级问题的步骤 ...............................................................................136
基于经验的排序 .......................................................................................149
关键动作的数据分解 ...............................................................................150
关键动作责任人 .......................................................................................151
第5章 解决方案S：设计解决方案 .............................................155
1 N的偏差 ................................................................................................157
原因分析 ...................................................................................................158
策略优选 ...................................................................................................163
计划实施 ...................................................................................................176
创新型工作转化为模仿型工作 ...............................................................187
标准操作程序编制 ...................................................................................188
岗位操作手册形成 ...................................................................................190
第6章 实施I：推动计划实施 .....................................................193
讨厌的阶段偏差 .......................................................................................194
制定预算 ...................................................................................................196
成立管理改进小组 ...................................................................................197
管理改进小组的挑战 ...............................................................................199
领导人的“约法三章” ...........................................................................202
过程数据的真实性 ...................................................................................206
IPO改进复盘法 ........................................................................................207
不可缺失的“过程专家” .......................................................................209
第7章 评估E：评估改进效果 .................................................... 211
评估的基础：回归“人性” ...................................................................212
问题结果性评估：从结果到动作 ...........................................................216
执行过程性的评估 ...................................................................................219
结果性的评估 ...........................................................................................224
第8章 GPS-IE?管理改进系统的意义与应用 ..............................227
组织能力的提升 .......................................................................................228
管理者的转型：从“救火员”到“防火员” .......................................230
区分重要的、紧急的事 ...........................................................................231
管理者的成长：回归五大责任 ...............................................................231
全新绩效管理TM .....................................................................................233
经营行为的把控 .......................................................................................236
管理运营的全新杠杆：虚拟货币 ...........................................................237
学习与发展（含培训） ...........................................