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.
Chief Executives in government and not-for-profit organizations and agencies; Directors and Managers of Performance; Finance Managers and Directors; Strategy Managers and Directors; HR Managers and Directors; Executive courses in Public Administration, Public Sector Management.
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 I Understanding 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 pubic 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 III Aligning 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 budg
- No. of pages:
- © Butterworth-Heinemann 2009
- 15th December 2008
- Paperback ISBN:
Mr. Bernard Marr Chief Executive and Director of Research, The Advanced Performance Institute Bernard Marr is one of the world’s leading experts on strategic performance management. In this capacity he has advised and worked with many leading organisations including Accenture, Astra Zeneca, the Bank of England, Barclays, BP, DHL, Fujitsu, Gartner, HSBC, Mars, the Ministry of Defence, the Home Office, Mars, Tetley, the Royal Air Force, and Royal Dutch Shell. He has extensive work experience in private companies, public sector organisations, and governments across North America, Europe, Africa, the Middle East and Asia, which makes him an acclaimed keynote speaker, consultant, inspiring teacher, and award-winning writer. In it’s recent article ‘wise guys’ the CEO Journal recognised Bernard Marr as one of today’s leading business brains. Having gained management experience in consulting, manufacturing and international trading corporations, Bernard Marr moved to the Judge Institute of Management Studies at the University of Cambridge, and then to the renowned Cranfield School of Management where he was a member of faculty for nearly ten years before he took on his current role as chief executive and director of research of the Advanced Performance Institute (see: www.ap-institute.com) . Bernard Marr has contributed to over 100 books, reports, and articles on topics such as Corporate Performance Management, Balanced Scorecard, Strategy Maps, and Intangible Assets. His expert comments on performance management have been published widely, including in the Financial Times, the Sunday Times, Financial Management, the CFO magazine and the Wall Street Journal. Bernard also holds various visiting professorships, is the Intangible Assets Editor of the journal Measuring Business Excellence, and a member of the editorial board of The Handbook of Business Strategy. Bernard Marr can be contacted via e-mail at email@example.com Author of: Perspective
Chief Executive and Director of Research, The Advanced Performance Institute. Bernard Marr is one of the world's leading experts on strategic performance management. In this capacity he has advised and worked with many leading organizations including Accenture, Astra Zeneca, the Bank of England, and Barclays.
“I have seen how useful the tools described in this book were for the Royal Air Force and therefore recommend this book as essential reading to anyone who wants to implement a performance management approach that works.” Air Commodore Mark Roberts CBE, Director of Air Staff, Royal Air Force "Be assured: Any organization that uses this book will become better at managing performance that matters. Kudos to Bernard Marr for writing an immensely practical book that also reflects the state-of-the-art thinking on performance measurement and management." Dr. Dean Spitzer, Performance Measurement Thought Leader, IBM Corporation “Marr delivers advice that should be of great practical use to a wide variety of government, public sector, and not-for-profit organizations on how to use measurement to improve performance. There's something of value here for just about everyone.” Robert D. Austin, Professor, Copenhagen Business School; Associate Professor, Harvard Business School “From the intro through the conclusion, this guide to managing and delivering performance sets a new standard for readability. The use of well thought out visualizations of the concepts, coupled with ample and clear practical examples, sets this performance management book apart from the crowd!” William H. Leighty, Director, Government Performance Initiative, L. Douglas Wilder School of Government Affairs, Virginia Commonwealth University "An important primer in performance management. An essential read for academics and practitioners wanting up to date information and ideas for moving forward". Michaela Lavender, Managing Editor: Public Money & Management, USA "In this book Bernard Marr demonstrates his outstandi