STRATEGIC PLANNING AND PERFORMANCE MEASUREMENT FOR PUBLIC UNIVERSITIES IN SULAWESI, INDONESIA; QUANTITATIVE APPROACH

2017 ◽  
Vol 3 (3) ◽  
pp. 174-197
Author(s):  
Elni Jeini Usoh ◽  
◽  
Greg Preston ◽  
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Public Universities ◽  
Quantitative Approach ◽  
And Performance

Is it Necessary to Plan Strategically?

2012 ◽  
pp. 24-41
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Senior Management ◽  
Flexible Planning ◽  
And Performance

This chapter reviews the necessity for strategic planning and investigates structured versus flexible planning. The chapter also has a look at why some misconceptions might happen because of interpretation of terminology in the minds of those charged with strategic planning and those in senior management. This chapter also looks in more detail at the topics of governance, teamwork and communication, and performance measurement together with the reasons why they should be considered collectively as part of strategic planning.

scholarly journals PUBLIC MANAGERS' PERCEPTION OF THE PERFORMANCE MEASUREMENT SYSTEM, WITH EMPHASIS ON THE PERFORMANCE PRISM

2020 ◽  
Vol 5 (2) ◽  
pp. 61-78
Author(s):  
Otávio Henrique Cintra Monteiro
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Performance Measurement System ◽  
Non Profit ◽  
Public Managers ◽  
Performance Measurement Systems ◽  
And Performance ◽  
A Performance

Performance measurement system is an instrument that supports better organizational performance. This theme has evolved over time, while systems have become multidimensional and intent on projecting the future. In addition, in an open system logic, the understanding of the stakeholders becomes relevant to a performance measurement system. For this reason, the system model called Prism de Performance draws attention because it is based on stakeholders. Therefore, this article aims to analyze the perception of public managers who work in the implementation of strategic planning and performance on performance measurement systems, with an emphasis on the Performance Prism. Through a questionnaire data were obtained and analyzed using the Kruskal-Wallis statistical model. As a result, it was found that the focus on stakeholders is considered important for a dimension of a performance measurement system and that the Performance Prism is not known by professionals who work with the implementation of strategic planning and monitoring of results, even though the model is applicable to non-profit entities.

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