ABSTRACT
This conclusion presents some closing thoughts of the key concepts discussed in the preceding chapters of this book. The book illustrates suggested approaches to developing effective performance-monitoring systems in complex environments which have received less attention in the literature. It argues that in favor of the need for the center to play a qualitatively "stronger," albeit different, role than before decentralization. The book presents, success with both performance monitoring and more generally with current management reforms requires responding to several sources of uncertainty. The central unit has to pay special attention to increasing pressures towards fragmentation in a system struggling to work under a new type of accountability based on strategic direction and demonstrating performance. In fact, the greater the organizational uncertainty, the more distorted will be the performance-monitoring system in use and the less relevant the use of the 3Es, namely economic, efficient, and effective, model for performance monitoring and assessment.
