The process is not about compliance and meeting requirements. In some ways it is similar to the difference between having RBM systems and having a culture of results orientation— while it is important to have the systems, it is more important that people understand and appreciate why they are doing the things they are doing and adopt a results-oriented approach in their general behaviour and work. (UNDP PME Handbook)So... how should we measure 'risk management' in practice in this context?
RBM as a means to of improving management effectiveness and accountability feeds back into other managerial components to enable better decision-making process.
RBM has two intended uses:
1.
internal use ‘when performance information is used in internal management processes with the aim of improving performance and achieving better results, this is often referred to as managing-for-results. Such actual use of performance information has often been a weakness of performance management in the OECD countries. Too often, government agencies have emphasized performance measurement for external reporting only, with little attention given to putting the performance information to use in internal management decision-making processes.’ (Binnendijk, 2000, p. 7).
2.
external use ‘when performance information is used for reporting to external stakeholder audiences, this is sometimes referred to as accountability-for-results. Government-wide legislation or executive orders often mandate such reporting. Moreover, such reporting can be useful in the competition for funds by convincing a sceptical public or legislature that an agency’s programs produce significant results and provide "value for money". Annual performance reports may be directed to many stakeholders, for example, to ministers, parliament, auditors or other oversight agencies, customers, and the general public.’ (ibid, p. 7).
"... Performance management in development administration has been lagging behind on a number of issues. First, the linkages between targeted results and the financial management of targeted results are hardly established (i.e., costs are not accounted for on a per-result basis), and budgeting of the ID projects is based on budget lines without being linked to targeted results (mostly outputs and outcomes)." (Ika & Lytvynov, 2011)
"In problem solving, we often leap to a favourite or preferred solution without disciplining ourselves to diagnose the problem more deeply, mapping causes and consequences, generating real alternatives, and remaining truly open to the criticisms and refinements offered by others. Existing 'mental models' (about major cause-effect relationships in our world) tend to limit the range of our thinking about solutions to new problems.(Boxall & Purcell, 2011)"I do tend to be very limited and un-creative when finding solutions. I hope I can overcome this in my dissertation.
" “If we step away from the cyclicality, there are two ways economies can grow; either add more people to the production line via growth in the working population, or make each individual more productive,” the report says.
In other words, demographics – the size of your working population – along with the opportunities to flex that muscle help determine long-term economic trends. Big factors on the back half of that equation: Education opportunities, democratic governments or strong rule of law (a caveat that explains China and Saudi Arabia’s high placement).
“We openly admit that behind these projections we assume governments build on their recent progress and remain solely focused on increasing the living standards for their populations,” the report says. “Of course, this maybe an overly glossy way of viewing the world.” (Voigt, 2012) "
