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Organizational Performance and Management Reform

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


A Teaching Topic in Policy and Management Analysis

Organizational Performance and Management Reform

This teaching topic examines recent trends in public sector administrative reforms, and discusses efforts to improve performance measurement in public sector organizations.

Topic Learning Outcome: Students will be understand recent trends surrounding performance measurement in public sector organizations, will be able to clearly explain the evolution of public sector administrative reforms in recent decades and will be knowledgeable about the potential and risks associated with an increased emphasis on performance measurement.

Core Concepts associated with this Topic: Management Improvement; Capacity; Capacity Building; Capacity Development; Managing-for-Results.

Recommended Reading (API 5116) 

David Johnson (2006), Thinking Government: Public Sector Management in Canada, University of Toronto Press, chapter 8.

David Zussman (2010) “The Precarious State of the Federal Public Service: Prospects for Renewal”, in G. Bruce Doern and Christopher Stoney, eds., How Ottawa Spends 2010-2011: Recession, Realignment and the New Deficit Era, Montreal and Kingston, McGill-Queen’s University Press, 219-242.

Marilee S. Grindle (2004) “Good Enough Governance: Poverty Reduction and Reform in Developing Countries”, Governance, 17:4, 525–548.

 Sample Assessment Questions:

1.) What does the term "managing-for-results" mean in the specific context of public sector organizations?

2.) Identify one challenge related to performance measurement that is faced to a greater extent by public sector managers than their private sector counterparts. Explain in a one-page answer.

3.) What is the difference between performance measurement and program evaluation?

Page created by Matthew Seddon and Ben Eisen, last updated on 20 May, 2015.


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© University of Toronto 2008
School of Public Policy and Governance