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Managing and delivering performance = [how government, public sector and not-for-profit organizations can measure and manage what really matters] /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Managing and delivering performance/ by Bernard Marr.
其他題名:	[how government, public sector and not-for-profit organizations can measure and manage what really matters] /
作者:	Marr, Bernard.
出版者:	Amsterdam ;Butterworth-Heinemann/Elsevier, : c2009.,
面頁冊數:	xii, 295 p. :ill., maps ;23 cm.
附註:	Subtitle from cover.
內容註:	The new book will be based closely on Strategic Perfomance Managemen (Marr, BH 2006)but all sections will be edited to give a complete public sector focus. All existing case studies will be replaced with public sector case studies drawn from the UK, EMEA and the US where appropriate), and various new sections will be included. The new sections reflect both an evolution of thinking since the last book as well as public sector specific requirements. -- Part IUnderstanding and Mapping Strategies -- Chapter 1: Introduction -- Chapter 2: Clarifying and Mapping your strategy -- Chapter 3: Mapping Strategies in Practice (Case studies from Central Government like the Ministry of Defence, the Home Office, Local Government like Belfast City Council, Agencies like the Scottish Executive, The Government Car and Dispatch Agency, Other public Sector bodies such as the Bank of England, the Royal Air Force, the National Lottery Commission, Charities such as the Motor Neurone Disease Association, among others -- Part II Extracting Value from Performance Info/Delivering Performance -- Chapter 4: The Power of Key Performance Questions (New section on the importance of identifying and asking the right questions before designing indicators.) -- Chapter 5:Gathering Relevant Performance Information (Edited Chapter 5 of existing book) -- Chapter 6: Creating an Enabled Learning Environment (Extended Chapter 6 of the existing book with a new emphasis on Strategic Performance Improvement meetings, organisational culture and an RAF case study.) -- Part IIIAligning the Organisation -- Chapter 7:Cascading Strategies and Achieving Alignment (New section on organisational cascade with various case studies) -- Chapter 8: Aligning Planning and Budgeting (New section on how to align business planning and budgeting with strategic performance management) -- Part IVAutomation -- Chapter 9:Benefits of Automation (Extended Chapter 8 with new case examples) -- Appendix:Selecting appropriate software (edited appendix) --.
內容註:	Pt. 1. Identifying and agreeing what matters -- Clarifying purpose, goals and values -- Understanding your outcomes, outputs and value proposition -- Understanding inputs, competencies and resources -- Mapping and defining your strategy -- Aligning your organization with your strategy -- Pt. 2. Collecting the right management information -- Measuring performance -- Creating key performance questions -- Designing performance indicators -- Pt. 3. Learning and improving performance -- Fostering a performance-driven culture -- Leveraging performance management software applications -- Learning from current performance management practices.
標題:	Organizational effectiveness. -
電子資源:	http://www.sciencedirect.com/science/book/9780750687102An electronic book accessible through the World Wide Web; click for information
ISBN:	075068710X

Managing and delivering performance = [how government, public sector and not-for-profit organizations can measure and manage what really matters] /
Marr, Bernard.

Managing and delivering performance[how government, public sector and not-for-profit organizations can measure and manage what really matters] /[electronic resource] :by Bernard Marr. - Amsterdam ;Butterworth-Heinemann/Elsevier,c2009. - xii, 295 p. :ill., maps ;23 cm.

Subtitle from cover.

Includes bibliographical references and index.

The new book will be based closely on Strategic Perfomance Managemen (Marr, BH 2006)but all sections will be edited to give a complete public sector focus. All existing case studies will be replaced with public sector case studies drawn from the UK, EMEA and the US where appropriate), and various new sections will be included. The new sections reflect both an evolution of thinking since the last book as well as public sector specific requirements. -- Part IUnderstanding and Mapping Strategies -- Chapter 1: Introduction -- Chapter 2: Clarifying and Mapping your strategy -- Chapter 3: Mapping Strategies in Practice (Case studies from Central Government like the Ministry of Defence, the Home Office, Local Government like Belfast City Council, Agencies like the Scottish Executive, The Government Car and Dispatch Agency, Other public Sector bodies such as the Bank of England, the Royal Air Force, the National Lottery Commission, Charities such as the Motor Neurone Disease Association, among others -- Part II Extracting Value from Performance Info/Delivering Performance -- Chapter 4: The Power of Key Performance Questions (New section on the importance of identifying and asking the right questions before designing indicators.) -- Chapter 5:Gathering Relevant Performance Information (Edited Chapter 5 of existing book) -- Chapter 6: Creating an Enabled Learning Environment (Extended Chapter 6 of the existing book with a new emphasis on Strategic Performance Improvement meetings, organisational culture and an RAF case study.) -- Part IIIAligning the Organisation -- Chapter 7:Cascading Strategies and Achieving Alignment (New section on organisational cascade with various case studies) -- Chapter 8: Aligning Planning and Budgeting (New section on how to align business planning and budgeting with strategic performance management) -- Part IVAutomation -- Chapter 9:Benefits of Automation (Extended Chapter 8 with new case examples) -- Appendix:Selecting appropriate software (edited appendix) --.

Performance management is at the top of agendas in most government and public organizations, as well as many not-for-profit organizations. In this follow up to his successful book, Strategic Performance Management, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management. Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers: * The context of decision making in the public sector * The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets * A huge range of underpinning cases and examples from the public sector, including cases on the Home Office and the NHS in the UK, and the US Air Force For senior executives in the public sector and government, and for faculty and students in the field this is the authoritative strategic level treatment of this fast-growing area. * Based on the author's groundbreaking and already successful Strategic Performance Management title (BH, 2006)- Marr is now one of the leading thinkers in this field internationally * The first rigorous focused analysis for senior public sector management of how to succeed in measurement and management strategies in the light of government scrutiny * Demonstrates public sector 'best practice' and is packed with relevant public sector examples and cases from the UK, Europe, Asia and the US * Demonstrates the clear and growing trend for increasing public sector performace management not just in the UK but in countries such as Canada, Germany, Netherlands, etc.

Electronic reproduction.
Amsterdam :
Elsevier Science & Technology,
2009.

Mode of access: World Wide Web.

ISBN: 075068710X

Source: 153054:153211Elsevier Science & Technologyhttp://www.sciencedirect.comSubjects--Topical Terms:

529314
Organizational effectiveness.
Index Terms--Genre/Form:

542853
Electronic books.

LC Class. No.: JF1525.P67 / M37 2009

Dewey Class. No.: 351

Managing and delivering performance = [how government, public sector and not-for-profit organizations can measure and manage what really matters] /
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505 0 $a The new book will be based closely on Strategic Perfomance Managemen (Marr, BH 2006)but all sections will be edited to give a complete public sector focus. All existing case studies will be replaced with public sector case studies drawn from the UK, EMEA and the US where appropriate), and various new sections will be included. The new sections reflect both an evolution of thinking since the last book as well as public sector specific requirements. -- Part IUnderstanding and Mapping Strategies -- Chapter 1: Introduction -- Chapter 2: Clarifying and Mapping your strategy -- Chapter 3: Mapping Strategies in Practice (Case studies from Central Government like the Ministry of Defence, the Home Office, Local Government like Belfast City Council, Agencies like the Scottish Executive, The Government Car and Dispatch Agency, Other public Sector bodies such as the Bank of England, the Royal Air Force, the National Lottery Commission, Charities such as the Motor Neurone Disease Association, among others -- Part II Extracting Value from Performance Info/Delivering Performance -- Chapter 4: The Power of Key Performance Questions (New section on the importance of identifying and asking the right questions before designing indicators.) -- Chapter 5:Gathering Relevant Performance Information (Edited Chapter 5 of existing book) -- Chapter 6: Creating an Enabled Learning Environment (Extended Chapter 6 of the existing book with a new emphasis on Strategic Performance Improvement meetings, organisational culture and an RAF case study.) -- Part IIIAligning the Organisation -- Chapter 7:Cascading Strategies and Achieving Alignment (New section on organisational cascade with various case studies) -- Chapter 8: Aligning Planning and Budgeting (New section on how to align business planning and budgeting with strategic performance management) -- Part IVAutomation -- Chapter 9:Benefits of Automation (Extended Chapter 8 with new case examples) -- Appendix:Selecting appropriate software (edited appendix) --.
505 0 $a Pt. 1. Identifying and agreeing what matters -- Clarifying purpose, goals and values -- Understanding your outcomes, outputs and value proposition -- Understanding inputs, competencies and resources -- Mapping and defining your strategy -- Aligning your organization with your strategy -- Pt. 2. Collecting the right management information -- Measuring performance -- Creating key performance questions -- Designing performance indicators -- Pt. 3. Learning and improving performance -- Fostering a performance-driven culture -- Leveraging performance management software applications -- Learning from current performance management practices.
520 $a Performance management is at the top of agendas in most government and public organizations, as well as many not-for-profit organizations. In this follow up to his successful book, Strategic Performance Management, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management. Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers: * The context of decision making in the public sector * The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets * A huge range of underpinning cases and examples from the public sector, including cases on the Home Office and the NHS in the UK, and the US Air Force For senior executives in the public sector and government, and for faculty and students in the field this is the authoritative strategic level treatment of this fast-growing area. * Based on the author's groundbreaking and already successful Strategic Performance Management title (BH, 2006)- Marr is now one of the leading thinkers in this field internationally * The first rigorous focused analysis for senior public sector management of how to succeed in measurement and management strategies in the light of government scrutiny * Demonstrates public sector 'best practice' and is packed with relevant public sector examples and cases from the UK, Europe, Asia and the US * Demonstrates the clear and growing trend for increasing public sector performace management not just in the UK but in countries such as Canada, Germany, Netherlands, etc.
533 $a Electronic reproduction. $b Amsterdam : $c Elsevier Science & Technology, $d 2009. $n Mode of access: World Wide Web. $n System requirements: Web browser. $n Title from title screen (viewed on Dec. 3, 2009). $n Access may be restricted to users at subscribing institutions.
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