Rummler and Brache Model

Rummler and Brache Model

The model was created by Geary Rummler and Alan Brache to evaluate an organization’s performance. The model is composed of two core concepts: the three levels of performance and the three levels of performance needs. The three levels of performance consists of organization level, process level, job/performer level and the three levels of performance dimension are goals, design, and management. The levels and needs work together to form the Rummler-Brache performance matrix.

Each performance need varies in its purpose with the goal focusing on creating clear goals at each performance level to ensure desired outcomes. The design focuses on raising the efficiency to the maximum. Management focuses on establishing a strong system to support and react to changes. The three performance level focus on different aspects of an organization. The first level organization is the major functions of the organization. The second level process is the workflow of the organization and the output that comes from it, such as a services or goods. The last level job/performer is the focuses on the individual that actually works the process. The result of the cross section focuses on different parts of an organization.

• Organization and Goal – Strategies. operation plans, parameters.
• Organization and Design – Improvements in the organization and business model.
• Organization and Management – Review in management culture and practices.
• Process and Goal – Needs for organization to provide for itself and the customers.
• Process and Design – Designing of the processes, workspace, systems to achieve goals.
• Process and Management – Improvements in the processes and management involvement.
• Performer and Goal – Development plans and performance parameters.
• Performer and Design – Roles and responsibilities, training, tools, and knowledge requirement.
• Performer and Management – Feedback, coaching, and support.

Rummler and Brache created “The nine questions in our matrix, when properly addressed, can help a business transition from a collection of functional silos into one efficient “process-managed organization.” (Rummler and Brache)

References:

• Process Improvement Certification Training.Retrieved from https://www.rummlerbrache.com/
• Rummler, G., Brache, A.(2012). Improving Performance: How to Manage the White Space on the Organization Chart.San Fransisco, CA: Jossey-Bass.
• Rothwell, W., Hohne, C., King,S.(2007). Human Performance Improvement. New York, NY: Routledge.