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Managing for Results is a model of organizational reform that utilizes performance indicators, strategic planning, and benchmarks. The model focuses on linking these systems to improve performance and public accountability. This book studies the implementation of Managing for Results on six states identified by the U.S. General Accounting Office as leaders of internal reinvention efforts. Government and business practitioners, as well as scholars and researchers of public administration and policy, will find this book useful in assessment, selection, and measurement of state-level reform efforts.
| Figures | ||
| Foreword | ||
| Acknowledgments | ||
| 1 | Introduction | 1 |
| 2 | Managing for Results in States: The Framework | 9 |
| 3 | Managing for Results in Florida | 25 |
| 4 | Managing for Results in Minnesota | 49 |
| 5 | Managing for Results in North Carolina | 69 |
| 6 | Managing for Results in Oregon | 87 |
| 7 | Managing for Results in Texas | 109 |
| 8 | Managing for Results in Virginia | 129 |
| 9 | Toward a Model of Accountability to the Public, Management Improvements, and Integration of Fragmented Systems | 147 |
| Bibliography | 161 | |
| Index | 169 |
Overview
Managing for Results is a model of organizational reform that utilizes performance indicators, strategic planning, and benchmarks. The model focuses on linking these systems to improve performance and public accountability. This book studies the implementation of Managing for Results on six states identified by the U.S. General Accounting Office as leaders of internal reinvention efforts. Government and business practitioners, as well as scholars and researchers of public administration and policy, will find this...