Managing and Delivering Performance
2009. g. febr. · Routledge
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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.
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.
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