Managing and measuring social enterprises / Rob Paton.

Includes bibliographical references (pages [174]-183) and index.

1. The Challenge of Social Performance -- 2. Performance Management as Government Policy -- 3. Taking Measures-Lessons from the Literature -- 4. The Performance of Measurement -- 5. B̀est Practice' Benchmarking-Why Everyone Does It Now -- 6. Do K̀itemarks' Improve and Demonstrate Performance? -- 7. Using Quality Models for Self-Assessment -- 8. Towards Practice : Choosing a Suite of Measures -- 9. A More Measured Management?

"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 Ìnvestors in People' and ISO 9000); diagnostic models and other tools from the quality movements; and 'balanced scorecards'." "Rob Paton offers a measured critique of the naive 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."--BOOK JACKET.