Can the current Ministry of Defence performance management regime cope with cognitive effects? / H M Tomlyn

By:

TOMLYN H M

Material type: Text

TextPublication details: 2005Subject(s):

In: 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.

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Journal Article	Mindef Library & Info Centre Journals	MANAGEMENT (Browse shelf(Opens below))	1	Not for loan		20574-1001

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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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