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

By: Marr, Bernard.
Contributor(s): ScienceDirect (Online service).
Publisher: Amsterdam ; Boston : Butterworth-Heinemann/Elsevier, c2009Description: xii, 295 p. : ill., maps ; 23 cm.ISBN: 9780750687102; 075068710X.Subject(s): Public administration | Performance standards -- Management | Strategic planning | Organizational effectiveness | Public administration -- Case studiesGenre/Form: Electronic books. Additional physical formats: No titleDDC classification: 351 Online resources: An electronic book accessible through the World Wide Web; click for information
Contents:
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) --.
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.
Item type Current location Call number Status Notes Date due Barcode
Main Collection Taylor's Library - Perpetual(TU)
351 (Browse shelf) e-book SHTEx,70000,03,CL,PPT

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) --.

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.

Electronic reproduction. Amsterdam : Elsevier Science & Technology, 2009. Mode of access: World Wide Web. System requirements: Web browser. Title from title screen (viewed on Dec. 3, 2009). Access may be restricted to users at subscribing institutions.