Managing and Measuring Social Enterprises examines the question of what happens when performance improvement techniques originating in the private sector are applied to public and nonprofit organizations. Rob Paton offers a measured critique of the naive realism and rhetorical excesses of the performance management movement but also shows why many of its critics are unduly pessimistic. Through a combination of theory and research, it provides practical solutions to the problem of performance management outside of the private sector. This is an essential text for those interested in public and social enterprises, particularly MBA and graduate students in public administration/public management and nonprofit management. Contents: The Challenge of Social Performance/Performance Management as Governmental Policy/Taking Measures/The Performance of Measurement/"Best Practice" Benchmarking/Do "Kitemarks" Improve and Demonstrate Performance?/Using Quality Models for Self-Assessment/Towards Practice/A More Measured Management?