Moore’s Operational Capacity Perspective
In his book, Recognizing Public Value, Mark Moore (reference below) develops an “operational capacity perspective” to view the key elements of operational management. Moore defines the operational capacity perspective as “a set of measures designed to capture the organization’s ability to engage in the activities and produce the outputs that are thought to be consistent with achieving desired social outcomes” (p. 12).
The Operational Management Perspective is one of the three pillars of Moore’s Public Value Scorecard and is depicted below (Figure A.3. in Appendix).
In his 2014 review of the book (reference below), Shayne Kavanagh writes:
“The operational capacity perspective will probably be familiar to most public managers. Moore does advocate for a few concepts, however, that are not part of the approach to performance management for most public sector organizations. These include continuous improvement methodologies (e.g., Lean / Six Sigma), structured management of innovation, and active development of volunteer efforts from the community and other forms of co-production (rather than necessarily relying on direct production by public employees).”
Mark H. Moore (2013), Recognizing Public Value, Harvard University Press.
Shayne Kavanagh (2014), Defining and Creating Value for the Public, Government Finance Review, October, pp. 57-60, at http://www.gfoa.org/sites/default/files/GFROct1457_0.pdf, accessed 12 September 2017.
Atlas topic and subject
Page created by: Ian Clark, last modified on 12 October 2017.
Image: Mark H. Moore (2013), Recognizing Public Value, Harvard University Press, at https://www.amazon.ca/dp/B00APMZKB2/ref=dp-kindle-redirect?_encoding=UTF8&btkr=1, accessed 12 October 2017.