Housing and Planning Year Book 2004

Housing and Planning Year Book 2004

  • Hardback

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What is the Housing and Planning Year Book? The Housing and Planning Year Book is divided into two parts: Part 1: Services offered by statutory bodies - central government offices, local authority housing and planning departments and local authority associations. Part 1 aims to give accurate, comprehensive coverage of all housing and planning provision within the government sector. *Central Government *Local Authority Organisations *Local Government England, London, Wales, Scotland, Channel Islands, Isle of Man, Isles of Scilly, and Northern Ireland Part 2: Services offered by non-statutory organisations - housing advisory bodies, housing associations, major builders, professional associations and other allied organisations. Part 2 provides a selective, rather than comprehensive, overview of the area with more in-depth coverage on specifics such as housing associations.*
Development and Planning bodies *Rent and Rates *Public Services/ Statutory Authorities *National Parks and Tourist Boards *Staff Architects to Commerce and Industry *Major Housing Advisory Bodies *Home Building Organisations *Housing Associations *Specialist Housing *Homelessness *Housing Aid and Advice *Housing Media *Research and Development *Related and Allied Organisations *Sources of Professional Information The directory is a valuable source of information for housing and planning professionals. The information has been updated by the organisations themselves, to ensure accuracy and relevance. The new improved preliminary pages now tell you more than ever about related laws and publications. Local and central government changes will baffle you no more with our useful guide. Other useful information includes: *Web resources *Guide to abbreviations *Guide to telephone number changes *Gazetteer
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Product details

  • Hardback | 544 pages
  • 177 x 253 x 34mm | 1,095g
  • Harlow, United Kingdom
  • 0273675583
  • 9780273675587

Table of contents

Part 1 Do your metrics miss the wood for the trees?This part shows why smartmetrics are needed. All firms use metrics but most are poorly designed. How the wrong metrics distort performance and why individual managers will not make the best decisions for the firm without smartmetrics to guide them.1 Doing the right thing This chapter illustrates the problems of non-scientific strategy decisions: while the direction of strategy is right, the details are wrongHow strategy gets set - case scenarios of typical strategy setting processesHow poor measures lead to internal fights and lack of alignment eg data consistency vs usable reports, sales revenue vs profitabilityHow strategy leads to the right idea but the wrong results eg NHS, CEO bonuses, e-business, Enron and derivatives.2 Why is setting strategy difficult? This chapter explores the difficulty of getting the right strategic decisions: pinpointing what causes success.The firm as a complex system. The causes of complexity: autonomous agents (people and their behaviour)Issues in complex systems: local optima (empire building); sensitivity to small changes (the devil is in the detail)The problem of how to know which actions were responsible for success: the credit assignment problemHow these issues appear in practice. Case M S3 Pointing managers in the right directionThis chapter shows why managers need a framework to direct their efforts: their unaided intuition is not enough to figure out value drivers and measures. Why smart people don't make smart decisionsManagerial decision biases and common errors: biases toward the simple, the recent and the local.Why there is no 'invisible hand' of the market to guide them. Managers acting in their own self-interest will not produce optimal outcomes for the firm. Their different biases and interests lead to a lack of alignment and cooperation. How firms attempt to impose alignment: process, culture, KPIsKPIs as the link between value drivers and alignmentThe problem of perverse behaviour under KPIs: meeting a stated goal while destroying unstated goals How alignment affects performance: examples of poor KPI alignment vs examples of good KPI alignment 4 Applying rocket scienceThis chapter synthesises basic principles of analysis and measures from techniques used in different areas of managementA survey of techniques from various areas of management specialisms, including finance, marketing, operations research, business modellingSynthesis of the basic principles to address the credit assignment problem: variation, grouping, preferences, linkage and dynamics.Finding drivers in the depths of the organization. The need to take a whole organization drivers approach. Research findings on success factors for value creation programmes.Issues in measuring drivers: problems of which financial measures (eg EVA vs TSR) at firm level, measuring both hard and soft factors, problems of group rewards, short vs long term measures, setting KPIs for interacting groups
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