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Book Summary
It is often said that 'What gets measured, gets managed'. Unfortunately, most
measures of organizational performance focus on the tangible, rather than the
intangible human factors; although the latter are often the more significant.
The eight audits in Dave Francis and Mike Woodcock's Audits for Organizational
Effectiveness are located in the non-financial areas of organizational
performance. Taken together they provide a broad set of data-gathering
instruments and explanatory conceptual frameworks. The reference models on which
each audit is based are rigorous and tested in practice. The authors present
each audit not solely as a measuring instrument, but also as a collective
learning experience intended to help those who
It is often said that 'What gets measured, gets managed'. Unfortunately, most
measures of organizational performance focus on the tangible, rather than the
intangible human factors; although the latter are often the more significant.
The eight audits in Dave Francis and Mike Woodcock's Audits for Organizational
Effectiveness are located in the non-financial areas of organizational
performance. Taken together they provide a broad set of data-gathering
instruments and explanatory conceptual frameworks. The reference models on which
each audit is based are rigorous and tested in practice. The authors present
each audit not solely as a measuring instrument, but also as a collective
learning experience intended to help those who