Catalogue

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Managing and delivering performance [electronic resource] : how government, public sector and not-for-profit organisations can measure and manage what really matters /
by Bernard Marr.
imprint
Amsterdam ; Boston : Butterworth-Heinemann, c2009.
description
xii, 295 p. : ill.
ISBN
075068710X (pbk.), 9780750687102 (pbk.)
format(s)
Book
More Details
added author
imprint
Amsterdam ; Boston : Butterworth-Heinemann, c2009.
isbn
075068710X (pbk.)
9780750687102 (pbk.)
restrictions
Licensed for access by U. of T. users.
catalogue key
13133935
 
Includes bibliographical references and index.
A Look Inside
About the Author
Author Affiliation
Bernard Marr is Chief Executive and Director of Research at The Advanced Performance Institute, Buckinghamshire, UK. As one of the world's leading experts on strategic performance management, Bernard has produced a number of seminal books, more than 200 reports and articles on performance management and measurement, and has held editorial board positions at many leading journals in the field. As well as holding a number of visiting professorships, he has also advised and worked with many leading organizations, including Accenture, Astra Zeneca, the Bank of England, and Barclays.
Reviews
Review Quotes
"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 outstanding ability to a turn potentially complex topic into simple language and easy to follow tools which will enable organizations to clarify their strategy and measure their impacts." Malcolm Watkins, Director of Operations and Finance, MND Association "An enjoyable and thought provoking read! In particular I enjoyed the conversational approach Bernard Marr adopts throughout this book, and his ability to step the reader through the related stages of managing and delivering performance in a way that encourages the reader to reflect on current practice and to assess what is good and what may need to change. A great read for all those who are serious about managing and improving organizational performance." Helen Campbell, Director, Business Consultancy Service, Department of Finance & Personnel "Bernard Marr's book addresses performance management in the round, looking at the central issues of culture and values as well as providing useful toolkits. There is a wealth of practical guidance to support the central message that high performance comes from spending time on strategic thinking, collecting the right information, and improving through learning. It is an excellent guide for anyone striving to improve the performance and quality of public services." Robert W Black, Auditor General for Scotland, Audit Scotland "This impressive book is the definitive guide to managing, measuring and delivering performance in government and not-for-profit organizations. We have experienced first hand many of the practical tools provided in this book and I believe that reading it will allow you to take your performance management initiatives to the next level." Gerry Millar, Director of Improvement, Belfast City Council "Bernard Marr has a remarkable 'performance sat nav'. This book is a superb and very practical guide on how to move from just measuring performance to actively using performance information to achieve organizational success." John Saunders OBE, Managing Director, Institute of Public Finance
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 outstanding ability to a turn potentially complex topic into simple language and easy to follow tools which will enable organizations to clarify their strategy and measure their impacts." Malcolm Watkins, Director of Operations and Finance, MND Association An enjoyable and thought provoking read! In particular I enjoyed the conversational approach Bernard Marr adopts throughout this book, and his ability to step the reader through the related stages of managing and delivering performance in a way that encourages the reader to reflect on current practice and to assess what is good and what may need to change. A great read for all those who are serious about managing and improving organizational performance. Helen Campbell, Director, Business Consultancy Service, Department of Finance & Personnel Bernard Marr''s book addresses performance management in the round, looking at the central issues of culture and values as well as providing useful toolkits. There is a wealth of practical guidance to support the central message that high performance comes from spending time on strategic thinking, collecting the right information, and improving through learning. It is an excellent guide for anyone striving to improve the performance and quality of public services. Robert W Black, Auditor General for Scotland, Audit Scotland This impressive book is the definitive guide to managing, measuring and delivering performance in government and not-for-profit organizations. We have experienced first hand many of the practical tools provided in this book and I believe that reading it will allow you to take your performance management initiatives to the next level. Gerry Millar, Director of Improvement, Belfast City Council Bernard Marr has a remarkable 'performance sat nav'. This book is a superb and very practical guide on how to move from just measuring performance to actively using performance information to achieve organizational success. John Saunders OBE, Managing Director, Institute of Public Finance
SI 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 SMarr 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 SFrom 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 outstanding ability to a turn potentially complex topic into simple language and easy to follow tools which will enable organizations to clarify their strategy and measure their impacts." Malcolm Watkins, Director of Operations and Finance, MND Association SAn enjoyable and thought provoking read! In particular I enjoyed the conversational approach Bernard Marr adopts throughout this book, and his ability to step the reader through the related stages of managing and delivering performance in a way that encourages the reader to reflect on current practice and to assess what is good and what may need to change. A great read for all those who are serious about managing and improving organizational performance. Helen Campbell, Director, Business Consultancy Service, Department of Finance & Personnel SBernard Marr''s book addresses performance management in the round, looking at the central issues of culture and values as well as providing useful toolkits. There is a wealth of practical guidance to support the central message that high performance comes from spending time on strategic thinking, collecting the right information, and improving through learning. It is an excellent guide for anyone striving to improve the performance and quality of public services. Robert W Black, Auditor General for Scotland, Audit Scotland SThis impressive book is the definitive guide to managing, measuring and delivering performance in government and not-for-profit organizations. We have experienced first hand many of the practical tools provided in this book and I believe that reading it will allow you to take your performance management initiatives to the next level. Gerry Millar, Director of Improvement, Belfast City Council SBernard Marr has a remarkable performance sat nav ". This book is a superb and very practical guide on how to move from just measuring performance to actively using performance information to achieve organizational success. John Saunders OBE, Managing Director, Institute of Public Finance
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Summaries
Bowker Data Service Summary
'Performance Management' is on the top of agendas in most government & public organisations, as well as many organisations. In this book, the author focuses on the unique challenges of how public sector organisations can tackle the issues of strategic performance management.
Main Description
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.
Main Description
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 ForceFor 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.
Main Description
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.
Table of Contents
About the Authorp. ix
Prefacep. xi
Introduction - Managing and Delivering Performancep. 1
Identifying and Agreeing What Matters
Clarifying Purpose, Goals and Valuesp. 19
Understanding your Outcomes, Outputs and Value Propositionp. 29
Understanding Inputs, Competencies and Resourcesp. 45
Mapping and Defining your Strategyp. 67
Aligning your Organization with Your Strategyp. 107
Collecting the Right Management Information
Measuring Performancep. 135
Creating Key Performance Questionsp. 161
Designing Performance Indicatorsp. 175
Learning and Improving Performance
Fostering a Performance-Driven Culturep. 211
Leveraging Performance Management Software Applicationsp. 245
Learning from Current Performance Management Practicesp. 271
Further Readingp. 287
Indexp. 289
Table of Contents provided by Ingram. All Rights Reserved.

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