Open AccessThe paradox of managing for outcomes
Author(s) -
Karen K. Lewis
Publication year - 2007
Publication title -
policy quarterly
Language(s) - English
Resource type - Journals
eISSN - 2324-1101
pISSN - 2324-1098
DOI - 10.26686/pq.v3i3.4227
Subject(s) - government (linguistics) , psychology , public relations , business , operations management , political science , economics , philosophy , linguistics
Government departments are required to consider and report on the linkages between departmental outputs and the government’s intended outcomes (Steering Group Managing for Outcomes Roll-Out 2003/04, 2002). But are the objectives of ‘managing for outcomes’ (MFO) being achieved? While, as Ryan (2006) noted, it may be too early to conclusively answer questions around MFO, it is possible to reflect on the practice in light of the evidence available in departmental statements of intent (SOI).