Managing for Outcomes’
Accountability and Thrust
Bibliographic Data
| ID | 11960092 |
|---|---|
| Authors | Karen Baehler (0000-0002-7340-9187, Victoria University of Wellington, corresponding author) |
| Year | 2003 |
| Volume | 62 |
| Issue | 4 |
| Pages | 23-34 |
| Publication date | 2003-12-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j..2003.00346.x |
| OpenAlex | W1976507143 |
| Language | EN |
| Citations received | 13 |
Central agencies in New Zealand are now defining public management performance to include both the quality of a manager's ‘account’ of output‐outcome links and the manager's record of delivering efficient outputs. This article: (1) argues that the hard edge of accountability for deliverables must be dulled somewhat in order to pursue outcomes more vigorously; (2) shows how managers can use evaluation tools known as theories‐in‐action or logic models to give accounts of policy and management thrust; (3) proposes preliminary performance criteria for outcomes‐focused management; and (4) attempts to sketch a new ‘managing for outcomes’ accountability bargain. The conclusions apply broadly to any jurisdiction interested in holding managers accountable for outcomes‐focused management
Accountability · Business · Deliverable · Economics · Jurisdiction · Management · Management system · Microeconomics · Operations management · Order (exchange · Outcome (game theory · Political science · Process management · Public relations · Quality (philosophy · Quality management · Sketch · Computer Science · Evaluation and Performance Assessment · Law · Public Administration · Finance
Results Targets in New Zealand
Making Sense of Public Value
Risk assessment for deep sea mining
A comparison of management adaptations for joined‐up government
Dynamics of Public Administration Reform Processes
Building an Evaluative Culture
Challenges and Lessons in Implementing Results-Based Management
An examination of the value of the Victorian Government's investment logic map as a tool for front-end evaluation of investment proposals
Joined‐Up for What? Response to Carey and Harris on Adaptive Collaboration
Surveying Research on New Zealand Government
Principal-Agent Theory and Organisational Change
Toward a New Era of Administrative Reform? The Myth of Post‐NPM in New Zealand
Determined to succeed
| Citations per year | 0.62 |
|---|---|
| Citation span | 2005 - 2025 (21) |
| Highly cited | No |