LEADER 03732nam 2200781Ia 450 001 9910170985003321 005 20200520144314.0 010 $a1-134-81364-3 010 $a1-134-81365-1 010 $a1-282-77811-0 010 $a9786612778117 010 $a0-203-20866-8 024 7 $a10.4324/9780203208663 035 $a(CKB)1000000000250668 035 $a(EBL)179810 035 $a(OCoLC)647374579 035 $a(SSID)ssj0000361290 035 $a(PQKBManifestationID)12118553 035 $a(PQKBTitleCode)TC0000361290 035 $a(PQKBWorkID)10366728 035 $a(PQKB)11392679 035 $a(SSID)ssj0000887534 035 $a(PQKBManifestationID)11499474 035 $a(PQKBTitleCode)TC0000887534 035 $a(PQKBWorkID)10841037 035 $a(PQKB)21879451 035 $a(MiAaPQ)EBC179810 035 $a(Au-PeEL)EBL179810 035 $a(CaPaEBR)ebr10057658 035 $a(CaONFJC)MIL277811 035 $a(OCoLC)1000437857 035 $a(EXLCZ)991000000000250668 100 $a19910208d1992 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aHow organisations measure success $ethe use of performance indicators in government /$fNeil Carter, Rudolf Klein, and Patricia Day 205 $a1st ed. 210 $aLondon ;$aNew York $cRoutledge$d1992 215 $a1 online resource (202 pages) 300 $aDescription based upon print version of record. 311 $a1-138-46731-6 311 $a0-415-11912-X 320 $aIncludes bibliographical references (p. [184]-191) and indexes. 327 $aBook Cover; Title; Contents; List of tables; List of abbreviations; Introduction; Revolution or resurrection? The history of a concept; Models, measures, and muddles: organisational and conceptual dimensions of performance indicators; The criminal justice system: police, courts, and prisons; The welfare system: Social Security and the National Health Service; The private sector: banks, building societies, and retail stores; Managing monopolies: railways, water, and airports; Performance indicators in the 1990's: tools for managing political and administrative change; References; Name index 327 $aSubject index 330 $aThroughout the 1980's the British Civil Service devoted much time and energy developing indicators to measure the performance of government. Never before had so much stress been placed on accountability and performance; a trend which will be reinforced as government continues to devolve activities to agencies and looks for methods to assess their performance. How Organisations Measure Success analyses existing methods from their origins in the 1960's to their revival in the 1980's as part of the Financial Management Initiative and its apotheosis in the 1990's Next Steps Initiative. 606 $aAdministrative agencies$zGreat Britain$xEvaluation$vCase studies 606 $aExecutive departments$zGreat Britain$xEvaluation$vCase studies 606 $aGovernment productivity$zGreat Britain$vCase studies 606 $aIndustrial productivity$zGreat Britain$vCase studies 615 0$aAdministrative agencies$xEvaluation 615 0$aExecutive departments$xEvaluation 615 0$aGovernment productivity 615 0$aIndustrial productivity 676 $a354.4107/6 700 $aCarter$b Neil$f1958-$01762087 701 $aKlein$b Rudolf$0142646 701 $aDay$b Patricia$f1940-$0944985 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910170985003321 996 $aHow organisations measure success$94201796 997 $aUNINA