Managing for results: the path that Phoenix has followed.
The city manager of Phoenix, Arizona, describes the performance measurement system used by public managers in that city. The three primary elements of the system are customer-focused measurements, competition/comparison measurements, and results measurements. In relation to customer-focused measur...
| Published in: | Public Management (00333611) Vol. 78; pp. 12 - 16 |
|---|---|
| Main Author: | |
| Format: | Article |
| Published: |
International City
January 1996
|
| Subjects: | |
| Online Access: | View this record in EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=510388784&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 510388784 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333611 PMT jtl: Public Management (00333611) issn: 00333611 maglogo: N pubinfo: dt: January 1996 vid: 78 pid: 766 pub: International City artinfo: ui: 510388784 ppf: 12 ppct: 4 formats: fmt: @attributes: type: T tig: atl: Managing for results: the path that Phoenix has followed. aug: au: Fairbanks, Frank su: Public administration Arizona state politics & government Phoenix (Ariz.) sug: subj: Phoenix (Ariz.) Public administration Arizona state politics & government ab: The city manager of Phoenix, Arizona, describes the performance measurement system used by public managers in that city. The three primary elements of the system are customer-focused measurements, competition/comparison measurements, and results measurements. In relation to customer-focused measurements, Phoenix has conducted a biannual community survey since 1985, focus groups consisting of customers are used routinely, and comment cards are provided at all city offices and service counters. In relation to results measurement, the work of all executives and middle managers is measured through a “performance achievement program,” which is based on management-by-objectives and permits staff to define quality of work and then to produce it. Positive measurement byproducts that have come to Phoenix from the bidding of contracts are also examined. pubtype: Periodical doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
|---|