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Rummler-Brache Nine Variable Model

This document provides an overview of the Rummler and Brache Nine Performance Variable Model. [1] Rummler and Brache developed their model based on the belief that organizations should be viewed as adaptive systems. [2] Their model examines performance at three levels - organization, process, and performer - and identifies nine key variables that impact performance at each level. [3] These include goals, design, and management. The model aims to provide a holistic view of the factors influencing performance across all levels of an organization.

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Muhammad Umair Rajput
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127 views16 pages

Rummler-Brache Nine Variable Model

This document provides an overview of the Rummler and Brache Nine Performance Variable Model. [1] Rummler and Brache developed their model based on the belief that organizations should be viewed as adaptive systems. [2] Their model examines performance at three levels - organization, process, and performer - and identifies nine key variables that impact performance at each level. [3] These include goals, design, and management. The model aims to provide a holistic view of the factors influencing performance across all levels of an organization.

Uploaded by

Muhammad Umair Rajput
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
  • Introduction
  • Rummler and Brache Theory
  • White Space in Organizations
  • Nine Performance Variables
  • Performance Needs
  • Three Levels of Performance
  • Three Performance Needs
  • Characteristics of Rummler Brache Model
  • 14 Steps for Performance Improvement Process
  • Performance Improvement Process Table
  • Managing the Organization as an Adaptive System
  • Conclusion

Rummler And Brache -

Nine Performance
Variable Model
Presented By:

Qudsiyah Munir
M. Umair
Syed Jahanzeb
Hashim Khattak
Ahsan Jamil Durrani

Presented To:

Ms. Amna Yameen


INTRODUCTION

▪ Importance of adapting Organizations in today’s dynamic business


environment
▪ Understanding your organization as an adaptive system – System’s Approach
▪ Rummler and Brache followed Skinner
▪ Developed their Rummler and Brache Nine Variable Model based on his
Beliefs
▪ As they worked in training and instructional design fields, Rummler and
Brache have experienced people who were adequately trained but did not
always perform at the expected level.
▪ Looked at things such as systems in place, the environment that might have
affected the performance of individuals on the job.
“Piecemeal approaches that are
assumed to be The answer are as
dangerous as no response at all”

Geary Rummler and Alan Brache


What did Rummler and Brache
do?
 They outlined a new theory with a holistic

perspective.

 Formulated a framework of nine performance

variables
WHITE SPACE

▪ Managers and supervisors need to understand

interdepartmental relationships and their impacts on each

other.

▪ The White Space on organization chart often remains

overlooked areas.
THREE LEVELS OF PERFORMANCE

Organization Level
• Establishes the necessary circumstances for the other levels
• Describes the major functions of the organization
• Determines the organizational chart

Process Level
• Actual work gets accomplished
• Flow of work as it cuts across departments
• Looks for gaps in the white spaces
• Add value to a service or product

Performer Level
• Determine if the individual performance goals, knowledge and skill, work
environment, availability or support tools, coaching, and feedback support the
processes
ORGANIZATION LEVEL

▪ Most Important of 3 because it establish the necessary

circumstance for other levels of Performance.

▪ Relationship between organization and its market

▪ Describe the major functions of organization

▪ Organization chart (Relationships and functions)


PROCESS LEVEL

▪ Plays a Pivotal role. Even well trained/Selected Person would Perform


average because of flaws in Process.
▪ Considers the flow of work as it cuts across the departments.
▪ How People/material/methods/machines and environment combine to
add the value to a product or service.

PERFORMER LEVEL
▪ These are the People who are been asked to execute Process derived
from organization strategic objective.
▪ A holistic approach has to consider people who execute the process.
▪ When all three levels are functioning properly you have optimal
performance.
THREE PERFORMANCE NEEDS
GOALS

• Clear goals at each of the performance level ensure desired outcomes.

DESIGN

• Having a strong design at each level maximizes the efficiency of operations.

MANAGEMENT

• Having a good management system at each level helps the organization react to
changes effectively.
Characteristics of Rummler Brache
Model

• Detailed, step-by-step instructions for making smart changes


• All three levels of performance working together toward the
same goals, optimal performance.
• Failure to adequately account for these interrelationships
causes failed process implementations.
• Easy to detect gaps in existing operations and understand
where and how improvement can be made.
• Deep understanding of interdependence of all the processes
and people, establishing common language and framework
• Better communication and collaboration between the
components in the system.
14 steps for Performance
Improvement Process

The fourteen-step performance


improvement process is broken into the five
phases:

1. Project definition/plan

2. Organizational improvement

3. Process improvement

4. Job improvement

5. Implementation

Rummler And Brache - Nine Performance Variable Model Presented By: Qudsiyah Munir M. Umair Syed Jahanzeb Hashim Khattak Ahs
INTRODUCTION ▪Importance of adapting Organizations in today’s dynamic business environment ▪Understanding your organi
“Piecemeal approaches that are assumed to be The answer are as dangerous as no response at all” Geary Rummler and Alan Brac
They outlined a new theory with a holistic perspective. Formulated a framework of nine performance variables Three level
WHITE SPACE ▪Managers and supervisors need to understand interdepartmental relationships and their impacts on each oth
THREE LEVELS OF PERFORMANCE Organization Level • Establishes the necessary circumstances for the other levels • Describes th
ORGANIZATION LEVEL ▪Most Important of 3 because it establish the necessary circumstance for other levels of Performance. ▪Re
PROCESS LEVEL ▪Plays a Pivotal role. Even well trained/Selected Person would Perform average because of flaws in Process. ▪C

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