Management Leadership & The Future Of Work

More With Less: Maximizing Value In The Public Sector

Value for money is about obtaining the maximum benefit with the resources available. While value for money decisions are a daily reality in all our lives were we are constantly judging between costs and benefits, this is a major focus and challenge for all public sector organisations.

Public sector organizations are experiencing one of the most challenging environments they have ever had to face as they bear much of the cost of the credit crunch. Across the world public sector pursues are shrinking as national Governments pay off the debt of averting global economies from the horrors of depression and deal with the budget deficits resulting from reduced tax-income during the recession.

In order to cope with the challenges, perhaps more than ever before public sector leaders need to instil strong performance improvement disciplines into their organizations: disciplines that enable these leaders to fully understand:

1. What key outcomes and priority deliverables they must accomplish
2. How to allocate reduced financial resources so to make the most positive impact on service levels and outcomes.
3. Where to reduce costs and improve efficiencies without jeopardising service delivery

In this timely book the authors address the efficiency drive following the credit crunch using the real-life examples and case studies from across the world, such as Audit Scotland, Belfast City Council, Brisbane City Council, City of Charlotte, Civil Service College (Singapore) the FBI, the NHS, Ministry of Works (Bahrain), Royal Canadian Mounted Police, US Postal Service and many more.

Strategic Performance Management

This best selling book on strategic performance management outlines a practical step-by-step approach to the topic. Using many real life case examples it shows how organisations can identify and map their strategy, design relevant and meaningful performance indicators, and more importantly how to use these indicators to extract real management insights.

This book is about strategic performance management for the Twenty-First Century organisation. In a practical step-by-step approach it navigates readers though the identification, measurement, and management of the strategic value drivers as enables of superior performance. Using many real life case examples this book outlines how organisations can visualise their value creation, design relevant and meaningful performance indicators to assess performance, and then use them to extract real management insights and improve everyday strategic decision making as well as organisational learning.

Perspectives on Intellectual Capital

Perspectives on Intellectual Capital bridges the disciplinary gaps and facilitates knowledge transfer across disciplines, featuring views on intellectual capital from the fields of accounting, strategy, marketing, human resource management, operations management, information systems, and economics.

It also offers interdisciplinary views on intellectual capital from the perspectives of public policy, knowledge management and epistemology. By analyzing the various perspectives, Editor Bernard Marr is able to present a truly comprehensive understanding of what intellectual capital is, including the “state of the art” thinking about it in each discipline, the common key trends, and the trajectories for future developments, learning, and practice.

Managing and Delivering Performance

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.