1 edition of Improving the performance of public enterprise management in Africa found in the catalog.
Improving the performance of public enterprise management in Africa
|Statement||organized by ECA"s Public Administration, Human Resources, and Social Development Division, within the framework of the Special Action Programme for Administration and Management in Africa Regional Project (SAPAM) in collaboration with the African Institute for Economic Development and Planning (IDEP).|
|Contributions||United Nations. Economic Commission for Africa. Public Administration, Human Resources, and Social Development Division., African Institute for Economic Development and Planning., Senior Policy Workshop on Improving the Performance of Public Enterprise Management in Africa: Lessons from Country Experiences (1991 : Dakar, Senegal)|
|LC Classifications||HD4339 .I47 1991|
|The Physical Object|
|Pagination||46 p. ;|
|Number of Pages||46|
|LC Control Number||94847132|
obstacles: defining performance in the public sector, identifying suitable performance indicators, implementation of a performance management system. A challenge, still present, is to identify the most suitable methods for monitoring and measuring performance, so do not give rise to speculative behavior among employees and managers. In a business enterprise, effective management of finances aids the achievement of business objectives. Similarly, sound public financial management is critical to the achievement of the aims of the public sector through its role in improving the quality of public service outcomes; operational and strategic decision-making; long term.
RON DIMON is an experienced enterprise performance management executive with a proven record for strategy-to-execution initiatives. He is the Advisory Services partner at CheckPoint Consulting, LLC, a full-service EPM implementation firm. He previously worked at Hyperion Solutions (now part of Oracle Corp.) as senior director of the office of strategy and started his career with Deloitte. of these countries was by establishing public enterprise state-owned companies. According to Ezeani () stated “that public enterprise was seen as veritable tools for achieving national socio-economic development”. Thus, since the s, successive governments have used.
of Government, such as the Minister of Public Enterprises. State-owned companies – refers to an enterprise that is registered in terms of the Companies Act as a company, and is either listed as a public entity in Schedule 2 or 3 of the PFMA or is owned by a municipality. 4 Section 1 . The Leadership and Management challenge has a huge impact on integrating and aligning a management system to deliver a comprehensive performance management system. The commitment and understanding of leadership and management of the requirements for achieving a workable performance system is critical to performance success.
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In response to the need to promote better public enterprise management in Africa, the Public Administration, Human Resources and Social development Division of ECA launched, under the Special Action Program for Administration and Management (SAPAM), a program aimed at improving the performance of public enterprise management in Africa.
Public Administration, Human Resources, and Social Development Division; African Inistitute for Economic Development and Planning (IDEP); Special Action Programme for Administration and Management in Africa Regional Project (SAPAM) ().
Improving the performance of public enterprise management in Africa: lessons from country experiences. Reform of public enterprises is a central feature of the economic policy reform programs being implemented by many African countries. In response to the need to promote better public enterprise management in Africa, the public administration, human resources and social development division launched under SAPAM, a program aimed at the improvement of the performance of public enterprise.
PUBLIC SECTOR MANAGEMENT INTRODUCTION The Public Sector is the principal actor in macro socio-economic policy making infrastructure and an architect of an enabling environment for national development.
Public Sector management covers such aspects of management as productivity management, and management of human, financial and other resources. Important aspects for public sector performance are motivation of human resources and objectivity in the system of reward and punishment at all levels of government and management.
Transparency, timely feedback mechanism, adoption of technology are essential for Good Governance system are essential to create sustainable institutions. organisational-wide systems to measure, monitor and improve overall enterprise performance – with personnel management being but one component (Cokins, )1.
Performance management is also employed in the field of public sector governance, with perhaps the main difference being that the performance of public agencies is necessarily.
Public sector faces tremendous external and internal pressure to improve its performance and the quality of provided services. Technology has boosted some of the processes as certain public services have been transferred online. Only eGovernment – inclusively digitalised services - is expected to revamp the way governments serve their citizens.
Chapter Performance Management 1. Introduction 2. Human Resource or Employees 3. Definition of Employee under Various Acts 4. Main Characteristics 5. Employee Performance 6. Advantages of Higher Employees’ Performance 7.
Performance Management 8. Functions of Performance Management 9. Concerns of Performance Management. EFFECT OF INTERNAL AUDIT ON MANAGERIAL PERFORMANCE IN PUBLIC ENTERPRISE ABSTRACT This research examined the Effect of Internal Audit on Managerial Performance in Public Enterprise.
Survey design was employed with the use of a well structured questionnaire. Respondents were selected based on simple random sampling technique. Seventy (70) staff were. accounting techniques normally associated with private enterprise. It has been used exten- is an improving performance of the state in Africa.
in an attempt to improve management of the. Improving Public Service Delivery importance for national competitiveness of the work of the Civil Service (). Given its centralityto the Strategic Management Initiative (SMI) and its vital importance for the social and economic wellbeing of the country, the national significance of improving public service delivery systems has been.
parliaments and to the public, and has the potential to improve public management and efficiency. OECD countries, however, continue to face a number of challenges with the use of PI in the budget process, including how to improve the measurement of activities, the quality of information, and getting politicians to use it in decision making.
Comparative study of public enterprise management in different countries around the world, pointing to historical trends and current issues and problems. Experts survey an interesting collection of countries in the Americas, Asia, the Middle/Near East, Europe, and Australia. They also discuss public enterprise management education.
References with each chapter contribute to the usefulness of. Overview. The vision of the Department of Public Enterprises (DPE) is to drive investment, productivity and transformation in the Department's portfolio of State-Owned Companies (SOCs), their customers and suppliers so as to unlock growth, drive industrialisation, create jobs and develop skills.
In Africa, the GET helped develop delivery chains for two priority program areas: food production and job creation. In Latin America, the GET presented on the use of public sector boards to improve management and more generally how to improve public sector performance.
performance management has been used in developed societies. This article traces some of the factors why performance management is being taken up rapidly in Africa.
It also gives an overview of the applicability of performance management as a tool for improving performance across the different public sector organizations in Africa.
The. Analysis of the performance of public enterprises in nigeria 1. European Journal of Business and Management ISSN (Paper) ISSN (Online) Vol.6, No, Analysis of the Performance of Public Enterprises in Nigeria Daniel Cross Ogohi Office of the Registrar, Kogi State College of Education, P.M.BAnkpa, Kogi State – Nigeria Email:.
performance of state enterprises led to more and more calls for private-sector-led growth, and privatization. Public enterprise reform became gradually discredited. Today, SOE reform is again on the agenda in Zambia.
This interest is driven by a variety of factors. enterprises, public sector units or enterprises and so on. As well as the name, the definition of SOEs also often varies across countries. Research4 suggests that there is a wide range of legal forms for SOEs, depending on factors such as: • The level of government that owns the enterprise (central/federal, state/regional or local).
The public enterprises came into existence as a result of the expanding scope of public advent of the concept of welfare state after the Second World War and the increasing developmental initiative undertaken by Government across the world, the system of public. Countries with General Public Enterprise or SOE Laws 30 Using Task Forces to Help in Performance Management in India Contents.
ix. Guidelines for Performance Agreements and Indicators South Africa Risk Management Guidance for Companies Linked to the.The group has also been involved in training over public sector employees in the software being used by the Department of Public Enterprise, Government of India.
We can help governments put in place a comprehensive system of performance management in public enterprise sector.Key words: Public Sector, Reforms, Africa, New Public Management, Public Administration, Donors I. INTRODUCTION Almost all African countries are carrying out some form of public sector reform.
Good governance, efficient public administration, transparency and accountability are all unachievable without public sector reforms.