Chapter 42. The Anatomy of Performance: A Framework for Consultants
Geary A. Rummler
Sara was ecstatic as she left the meeting and headed for her office. This was the third successful performance analysis and improvement project she had completed in the past eighteen months at JAX, Inc. Plus her boss, the vice president of the JAX Corporate Performance Support Group, had just asked her to make a presentation to a group of new performance consultant candidates on what it takes to be a successful performance consultant. It could not get much better than this!
BACKGROUND
Three years ago, Sara had joined the JAX Corporate Performance Support Group (PSG), which had recently evolved from a traditional training organization to a performance-improvement ...
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