The role of performance measurement in American management, circa 2000, is pervasive. The canonical strategy for managing individuals, teams and full organizations is obvious: Set clear goals. Devise strategies for attaining those goals. Measure and monitor performance in goal terms. Use differences between performance expectations and performance results to manage through the assignment of rewards and punishments. "If you can't measure it, you can't manage it" has become a familiar refrain. Performance measurement is central to virtually every strategy for improving organizations of all types and sizes; businesses, government agencies, educational institutions, and even not-for-profit foundations and social service organizations are attempting to measure their performance. Performance measurement is, for example, central to the various "reinventing government" initiatives. The main question for this course is, "What makes performance measurement so attractive in theory and yet so difficult in practice?" The course considers applications of performance measurement in government, business and non-profits. In addition to understanding a theory of performance measurement, students will be required to analyze performance measurement for one real organizational context, critiquing existing practices and devising improved measures. Please visit the Heinz School's website for a more detailed description www.heinz.cmu.edu