Implementation

Paolo D’Anselmi

Chapter 7 in Values and Stakeholders in an Era of Social Responsibility, 2011, pp 71-77 from Palgrave Macmillan

Abstract: Abstract Let us recall the formulation of this value as I proposed it at the end of Chapter 4: The value of implementation requires adherence to facts instead of opinion: culture of implementation vs. politics of announcement. This means developing measures of performance and indicators of intermediate organizational processes. If we have a code of ethics, it is nice that we also have some means of measuring the organizational population’s adherence to it. Developing indicators of product quantity and quality is most important in the public and non-profit sectors, where the payer is different from the beneficiary of the service or product. In the public sector, it is most important to understand the nature of the product or service being produced, rather than laboring around the measuring of funds deployed. In times of economic crisis (and in times of economic boom, to avoid busts), it is better to develop summary accounts and benchmarks of actual performance, rather than plans and budgets. An example of the culture of implementation is BAe Systems’ provision of the call log to their ethics hotline (p. 18). (We saw this in Chapter 1.)

Keywords: Illegal Immigrant; Organizational Population; General Crime; Textbook Case; Central Statistics Agency (search for similar items in EconPapers)
Date: 2011
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DOI: 10.1057/9780230319578_8

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