Managing and Measuring Social Enterprises
- Rob Paton - The Open University
`Recent years have seen the voluntary and social enterprise sectors embark on a tentative love affair with performance measurement. We should, it seems, be measuring, monitoring and reporting our performance for a variety of reasons - accountability, continuous improvement and self-motivation, to name a few. But has anyone stopped to consider the realities if implementing the range of tools on the market? Author Rob Paton does just this' - Voluntary Sector
Managing and Measuring Social Enterprises examines the question of what happens when performance improvement techniques originating in the private sector are applied to public and nonprofit organizations.
Managing and Measuring Social Enterprises looks critically at a range of performance measurements and improvement methods, including:
· Outcome measurement
· Using financial ratios for performance comparison
· Social audit
· Process benchmarking
· Externally accredited standards (like `Investors in People' and ISO 9000)
· Diagnostic models and other tools from the quality movements
· `Balanced scorecards'
Rob Paton offers a measured critique of the naïve realism and rhetorical excesses of the performance management movement but also shows why many of its critics are unduly pessimistic.
Through a combination of theory and research, the book provides practical guidance to the problem of performance management outside of the private sector.
This is an essential text for those interested in public and social enterprises, particularly MBA and Masters students in public administration/public management and non-profit management.
"The book's interplay of conceptual and empirical thinking is one of its strengths. Data to illustrate the results come from case studies conducted with 13 individual organizations and 6 multiorganizational units, all of them in the United Kingdom, and all using one or another performance-measurement system. Each of the middle five chapters of the book reflects on some specific element of this agenda, and these chapters will be particularly interesting to practicing managers. Each one explores a different top-level issue in performance measurement with specific research questions and methods for data collection and analysis, drawing data from several main data sources. This book can be treated as a foundation for future research in effectiveness studies, and is also a rich source of good counsel to nonprofit managers. Paton has provided managers with much information on the utility and practical application of measurement systems, in a range of nonprofit service areas. Managers who need to "sell" Performance measurement inside their organizations will find this helpful. It is elegantly written and well structured, and though the setting for the case studies is British rather than American, it is entirely relevant to American nonprofit managers. In the scholar and practitioner libraries, it should be complemented with comparable tools for measuring program-level effectiveness and community impact. But overall, Managing and Measuring Social Enterprises is an ideal addition to the organizational effectiveness literature."
Provides a good summary of measurement tools widely used in the for profit sector and how they can be used in NFP
Provides a good overview of the issues connected with the concept of 'performance management' in social enterprises and illustrates these through real life case studies.