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TRB's National Cooperative Highway Research Program (NCHRP) Report 666: Target Setting Methods and Data Management to Support Performance-Based Resource Allocation by Transportation Agencies - Volume I: Research Report, and Volume II: Guide for Target-Setting and Data Management provides a framework and specific guidance for setting performance targets and for ensuring that appropriate data are available to support performance-based decision-making. Volume III to this report was published separately in an electronic-only format as NCHRP Web-Only Document 154. Volume III includes case studies of organizations investigated in the research used to develop NCHRP Report 666.
Joseph L. Bower and Clark G. Gilbert have collected together some of the leading experts on strategy to examine how strategy is actually made by company managers across the several levels of an organization. Is strategy a coherent plan conceived at the top by a visionary leader, or is it formed by a series of smaller decisions, not always reflecting what top management has in mind? Often it is by examining how options for using resources are developed and selected, that we can see how a company's competitive position gets shaped. On the basis of this understanding, we can see better how these processes can be managed. The book's five sections examine how the resource allocation process works, how the way it works can lead a company into serious problems, how top management can intervene to fix these problem, and where the most recent thinking on these problems is headed. A fifth section contains assessments of this work by thought leaders in the fields of economics, competitive strategy, organizational behavior, and strategic management. The implications for those who study firms are considerable. Activity that is normally thought about in terms of substantive outcomes such as market share and revenue growth, or present value and internal rate of return, is seen to be inextricably related to organizational and administrative questions. The findings presented here should inform the research of economists, strategists, and behavioral scientists. Thoughtful executives and those who consult with them will also find the book provocative. The processes described are complex, but clear enough so that the way toward effective management is apparent. The models developed provide a basis for building the systems and organization necessary for today's competitive world.
Two volume set on resource allocation decision making in the U.S. Department of Defense. Volume one presents the official resource allocation mechnanisms used in the Pentagon. Its components are the Joint Strategic Plaqnning System; the Planning, Programming, and Budgeting System; the Requirements Generation System; and the Acquisition Management System. Volume one also addresses the federal budget process and the linkages between Congress and the Executive Branch in defense resource allocation decision making. Volume 2. presents a framework for resource allocation decision making designed for individuals and organizations as they participate in the formal process described in volume one. This framework is based on a rational process of decision making. Our thesis is that a systematic, structured approach to force planning is more likely to yield efficient, effective results than any other approach. The centerpiece of the framework si analysis. We emphize the role of analysis in decision making and the role of the senior decision maker as a critical consumer of anlaysis."--Xii.