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The 1958 Outdoor Recreation Resources Review Commission, through a 1962 report, tasked federal agencies to inventory supply and demand for outdoor recreation participation. Recreation managers are progressively focusing on demand for the beneficial outcomes of recreation, but have struggled to structure planning and management models to guide decisions that optimize recreationists’ ability to attain desired benefits. The Outcomes Focused Management (OFM) framework links benefits to specific activity and setting combinations, giving managers a functional role in the process of benefit production. Past studies examining the OFM’s activity-setting-benefit relationship reported weak results, but suggest activity is a stronger predictor of benefit attainment than setting. A better understanding of how activity and setting inputs affect recreationists’ ability to realize desired benefits is needed for continued implementation of OFM, with the aim of improving attainment rates of positive recreation outcomes. This study used meta-analytic techniques with data compiled from 16 OFM studies to replicate and expand on published work. With the goal of improving the activity-setting-benefit model, this study introduced two predictor variables, previous visitation and visitors’ residential proximity to the site, controlled for the desirability of the benefit, and re-conceptualized the setting variable by testing whether study site is a better predictor of benefit attainment than different settings within a site. Two-way analysis of variance tests measured the dependence of 40 personal (PER) and household, community, economic, environmental benefits (HCEE) on activity participation and setting, using effect sizes and significance levels to compare seven models. This meta-analysis reciprocated findings of a 2004 study, failing to offer definitive evidence of linkages among recreation opportunities in the context of the models tested. Benefit items exhibiting relatively higher sensitivity to activity and setting inputs were 1) “Restore my body from fatigue” (PER), 2) “Improved respect for privately owned lands” (HCEE), 3) “Increased self-confidence” (PER), and 4) “Greater respect for private property and local lifestyles” (PER). Suggestions for future OFM studies and research on the activity-setting-benefit relationship are made, in addition to a summary of potential implications for OFM based on the findings of this study.
"A project has to have a goal, otherwise, how do you know you're done? In the old days of engineering, setting project goals wasn't that hard. But when you're making software products, done is less obvious. When is Microsoft Word done? When is Google done? Or Facebook? In reality, software systems are never done. So then how do we give teams a goal that they can work on? Mostly, we simply ask teams to build features-but features are the wrong way to go. We often build features that create no value. Instead, we need to give teams an outcome to achieve. Setting goals as outcomes sounds simple, but it can be hard to do in practice. This book is a practical guide to using outcomes to guide the work of your team"--Publisher's website.
To stay competitive in today’s market, organizations need to adopt a culture of customer-centric practices that focus on outcomes rather than outputs. Companies that live and die by outputs often fall into the "build trap," cranking out features to meet their schedule rather than the customer’s needs. In this book, Melissa Perri explains how laying the foundation for great product management can help companies solve real customer problems while achieving business goals. By understanding how to communicate and collaborate within a company structure, you can create a product culture that benefits both the business and the customer. You’ll learn product management principles that can be applied to any organization, big or small. In five parts, this book explores: Why organizations ship features rather than cultivate the value those features represent How to set up a product organization that scales How product strategy connects a company’s vision and economic outcomes back to the product activities How to identify and pursue the right opportunities for producing value through an iterative product framework How to build a culture focused on successful outcomes over outputs
#1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
"This book discusses theory and practice in the design of knowledge management systems, facilitation of knowledge sharing, and creation of practices that encourage organizational learning"--Provided by publisher.
"If you haven't had the good fortune to be coached by a strong leader or product coach, this book can help fill that gap and set you on the path to success." - Marty Cagan How do you know that you are making a product or service that your customers want? How do you ensure that you are improving it over time? How do you guarantee that your team is creating value for your customers in a way that creates value for your business? In this book, you'll learn a structured and sustainable approach to continuous discovery that will help you answer each of these questions, giving you the confidence to act while also preparing you to be wrong. You'll learn to balance action with doubt so that you can get started without being blindsided by what you don't get right. If you want to discover products that customers love-that also deliver business results-this book is for you.
This book highlights the use of an outcome-oriented view of performance to frame and assess the desirability of the effects produced by adopted policies, so to allow governments not only to consider effects in the short, but also the long run. Furthermore, it does not only focus on policy from the perspective of a single unit or institution, but also under an inter-institutional viewpoint. This book features theoretical and empirical research on how public organizations have evolved their performance management systems toward outcome measures that may allow one to better deal with wicked problems. Today, ‘wicked problems’ characterize most of governmental planning involving social issues. These are complex policy problems, underlying high risk and uncertainty, and a high interdependency among variables affecting them. Such problems cannot be clustered within the boundaries of a single organization, or referred to specific administrative levels or ministries. They are characterized by dynamic complexity, involving multi-level, multi-actor and multi-sectoral challenges. In the last decade, a number of countries have started to develop new approaches that may enable to improve cohesion, to effectively deal with wicked problems. The chapters in this book showcase these approaches, which encourage the adoption of more flexible and pervasive governmental systems to overcome such complex problems. Outcome-Based Performance Management in the Public Sector is divided into five parts. Part 1 aims at shedding light on problems and issues implied in the design and implementation of “outcome-based” performance management systems in the public sector. Then Part 2 illustrates the experiences, problems, and evolving trends in three different countries (Scotland, USA, and Italy) towards the adoption of outcome-based performance management systems in the public sector. Such analyses are conducted at both the national and local government levels. The third part of the book frames how outcome-based performance management can enhance public governance and inter-institutional coordination. Part 4 deals with the illustration of challenges and results from different public sector domains. Finally the book concludes in Part 5 as it examines innovative methods and tools that may support decision makers in dealing with the challenges of outcome-based performance management in the public sector. Though the book is specifically focused on a research target, it will also be useful to practitioners and master students in public administration .
Develop best practice and improve your leadership skills with our second edition textbook (for the 3096-51 specification). - Develop a comprehensive understanding of the knowledge and skills required with detailed coverage of all mandatory units - Apply theoretical aspects of the Diploma in the workplace, and use our 'Evidence Opportunity' feature to test your understanding of the assessment criteria - Build confidence reviewing and evaluating practice in Adult Care settings with 'Reflect On It' activities, and examples of reflective accounts - Prepare a strong portfolio, with advice and activities on how to use evidence most effectively This textbook has been fully updated to meet the requirements of the updated Skills for Care qualification criteria.
In order to understand how adults deal with children's questions about death, we must examine how children understand death, as well as the broader society's conceptions of death, the tensions between biological and supernatural views of death and theories on how children should be taught about death. This collection of essays comprehensively examines children's ideas about death, both biological and religious. Written by specialists from developmental psychology, pediatrics, philosophy, anthropology and legal studies, it offers a truly interdisciplinary approach to the topic. The volume examines different conceptions of death and their impact on children's cognitive and emotional development and will be useful for courses in developmental psychology, clinical psychology and certain education courses, as well as philosophy classes - especially in ethics and epistemology. This collection will be of particular interest to researchers and practitioners in psychology, medical workers and educators - both parents and teachers.