Abstracts: December 22nd, 1999

Holloway J, Frances G, Hinton MThe International Journal of Public Sector Management, (UK), 1999 Vol 12 No 4. Start page: 351. No of pages: 15

Reports initial findings from research into the nature and value of a benchmarking approach to the improvement of organizational performance and change. Contends that although in theory benchmarking helps organizations improve strategically important processes, in practice efforts are directed towards operational or easy to change processes, and there is a lack of appreciation about what benchmarking demands of managers to obtain maximum benefits from it.

Presents a case study of a UK NHS Trust, Warwickshire Ambulance Service, to illustrate how an organization can successfully act on its benchmarking findings and undertake major changes with strategic implications. Identifies some of the challenges facing public service managers in managing change, suggesting that benchmarking could contribute to an organization’s capacity for successful management of continual change through providing appropriate process skills. Concludes that organizations which gain most from benchmarking are those which are effective at managing continual change and complexity in general.

Subject(s): PERFORMANCE MANAGEMENT, ORGANIZATIONAL CHANGE,BENCHMARKING, NATIONAL HEALTH SERVICE, EFFECTIVENESS, IMPROVEMENT, PUBLIC SECTOR, ORGANIZATIONAL BEHAVIOUR

Database: TMA: Top Management Abstracts RMI: Rapid Management Intelligence

Style: Survey. ISSN: 0951-3558. Reference: 28AT515

Reproduced by permission of Anbar Management Intelligence http://www.anbar.co.uk/management/home.htm