Can the current Ministry of Defence performance management regime cope with cognitive effects? / H M Tomlyn
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TextPublication details: 2005Subject(s):
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Defence Studies Vol 5 No 3, September 2005, pp.323-345 (105)Summary: Discussion of the difficulties and limitations of using the Defence Balanced Scorecard in an organisation (the UK Ministry of Defence) which is both a military headquarters and a department of state. Notes that cognitive effects (Effects Based Approach) are often not amenable to measurements that contribute anything meaningful to performance management or organisational strategy. The paper suggest a method to resolve the conflict between balanced scorecard and cognitive effects. This is done via a better understanding of effects and cross governmental outcomes.
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Journal Article | Mindef Library & Info Centre Journals | MANAGEMENT (Browse shelf(Opens below)) | 1 | Not for loan | 20574-1001 |
Discussion of the difficulties and limitations of using the Defence Balanced Scorecard in an organisation (the UK Ministry of Defence) which is both a military headquarters and a department of state. Notes that cognitive effects (Effects Based Approach) are often not amenable to measurements that contribute anything meaningful to performance management or organisational strategy. The paper suggest a method to resolve the conflict between balanced scorecard and cognitive effects. This is done via a better understanding of effects and cross governmental outcomes.
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