Module 11 - Program Evaluation and Organizational Development
1. Introduction/Overview
This module will examine the importance of program evaluation and organizational
development including its interrelatedness and interdependence. A program is effective if
properly implemented and evaluated. Organizational development on the other hand, gives
emphasis on the relationship of management and the work force in terms of efficiency and
effectiveness in achieving the organization’s goal and mission.
2. Learning Outcomes
At the end of the module, the students are expected to:
1. Determine the usefulness and Dimensions of Evaluations
2. Explain the principle of evaluation
3. Discuss organizational change
4. Determine the organizational strategies and development for change
3. Module 11 Lesson 1 Usefulness of Evaluation
Many people think of evaluation as taking a snapshot of outcomes at the end of a program
to prove to a funder that it worked or failed. These same people don't hold evaluation in
much regard because they feel they are getting too little information too late in the day,
especially if their program fell short of expectations or made no difference at all. Evaluation
can, and should, however, be used as an ongoing management and learning tool to
improve an organization's effectiveness.
Well-run organizations and effective programs are those that can demonstrate the
achievement of results. Results are derived from good management. Good management is
based on good decision making. Good decision making depends on good information.
Good information requires good data and careful analysis of the data. These are all critical
elements of evaluation.
Evaluation refers to a periodic process of gathering data and then analyzing or ordering it in
such a way that the resulting information can be used to determine whether your
organization or program is effectively carrying out planned activities, and the extent to which
it is achieving its stated objectives and anticipated results.
Managers can and should conduct internal evaluations to get information about their
programs so that they can make sound decisions about the implementation of those
programs. Internal evaluation should be conducted on an ongoing basis and applied
conscientiously by managers at every level of an organization in all program areas. In
addition, all of the program's participants (managers, staff, and beneficiaries) should be
involved in the evaluation process in appropriate ways. This collaboration helps ensure that
the evaluation is fully participatory and builds commitment on the part of all involved to use
the results to make critical program improvements.
Although most evaluations are done internally, conducted by and for program managers
and staff, there is still a need for larger-scale, external evaluations conducted periodically by
individuals from outside the program or organization. Most often these external evaluations
are required for funding purposes or to answer questions about the program's long-term
impact by looking at changes in demographic indicators such as graduation rate or poverty
level. In addition, occasionally a manager may request an external evaluation to assess
programmatic or operating problems that have been identified but that cannot be fully
diagnosed or resolved through the findings of internal evaluation.
Program evaluation, conducted on a regular basis, can greatly improve the management
and effectiveness of your organization and its programs. To do so requires understanding
the differences between monitoring and evaluation, making evaluation an integral part of
regular program planning and implementation, and collecting the different types of
information needed by managers at different levels of the organization.
Dimensions of Evaluation
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[Link]
4. Module 11 Lesson 2-Principles of Evaluation
Most program managers assess the value and impact of their work all the time when they
ask questions, consult partners, make assessments, and obtain feedback. They then use
the information collected to improve the program. Indeed, such informal assessments fit
nicely into a broad definition of evaluation as the “examination of the worth, merit, or
significance of an object.” And throughout this manual, the term “program” will be defined
as “any set of organized activities supported by a set of resources to achieve a specific and
intended result.” This definition is intentionally broad so that almost any organized public
action can be seen as a candidate for program evaluation:
Direct service interventions (e.g., a program that offers free breakfasts to improve nutrition
for grade school children)
Community mobilization efforts (e.g., an effort to organize a boycott of California grapes to
improve the economic well-being of farm workers)
Research initiatives (e.g., an effort to find out whether disparities in health outcomes based
on race can be reduced)
Advocacy work (e.g., a campaign to influence the state legislature to pass legislation
regarding tobacco control)
Training programs (e.g., a job training program to reduce unemployment in urban
neighborhoods)
What distinguishes program evaluation from ongoing informal assessment is that program
evaluation is conducted according to a set of guidelines. With that in mind, this manual
defines program evaluation as “the systematic collection of information about the activities,
characteristics, and outcomes of programs to make judgments about the program, improve
program effectiveness, and/or inform decisions about future program development.” [5]
Program evaluation does not occur in a vacuum; rather, it is influenced by real-world
constraints. Evaluation should be practical and feasible and conducted within the confines
of resources, time, and political context. Moreover, it should serve a useful purpose, be
conducted in an ethical manner, and produce accurate findings. Evaluation findings should
be used both to make decisions about program implementation and to improve program
effectiveness.
Many different questions can be part of a program evaluation; depending on how long the
program has been in existence, who is asking the question, and why the information is
needed.
In general, evaluation questions fall into these groups:
Implementation: Were your program’s activities put into place as originally intended?
Effectiveness: Is your program achieving the goals and objectives it was intended to
accomplish?
Efficiency: Are your program’s activities being produced with appropriate use of resources
such as budget and staff time?
Cost-Effectiveness: Does the value or benefit of achieving your program’s goals and
objectives exceed the cost of producing them?
Attribution: Can progress on goals and objectives be shown to be related to your program,
as opposed to other things that are going on at the same time?
All of these are appropriate evaluation questions and might be asked with the intention of
documenting program progress, demonstrating accountability to funders and policymakers,
or identifying ways to make the program better.
Organizational Change
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Organizational Strategy for Change
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Organizational Development
Organizational development can be defined as an objective-based methodology used to
initiate a change of systems in an entity. Organizational development is achieved through a
shift in communication processes or their supporting structure. Studying the behavior of
employees enables professionals to examine and observe the work environment and
anticipate change, which is then effected to accomplish sound organizational development.
Benefits of Organizational Development
Increasing productivity and efficiency comes with many benefits. One of the best ways to
encourage positive results in these metrics is by using a well-thought-out organizational
development structure. Organizational development is used to equip an organization with
the right tools so that it can adapt and respond positively (profitably!) to changes in the
market. The benefits of organizational development include the following:
1. Continuous development
Entities that participate in organizational development continually develop their business
models. Organizational development creates a constant pattern of improvement in which
strategies are developed, evaluated, implemented, and assessed for results and quality.
In essence, the process builds a favorable environment in which a company can embrace
change, both internally and externally. The change is leveraged to encourage periodic
renewal.
2. Increased horizontal and vertical communication
Of considerable merit to organizational development is effective communication, interaction,
and feedback in an organization. An efficient communication system aligns employees with
the company’s goals, values, and objectives.
An open communication system enables employees to understand the importance of
change in an organization. Active organizational development increases communication in
an organization, with feedback shared continuously to encourage improvement.
3. Employee growth
Organizational development places significant emphasis on effective communication, which
is used to encourage employees to effect necessary changes. Many industry changes
require employee development programs. As a result, many organizations are working
toward improving the skills of their employees to equip them with more market-relevant
skills.
4. Enhancement of products and services
Innovation is one of the main benefits of organizational development and is a key
contributing factor to the improvement of products and services. One approach to change is
employee development – a critical focal point is a reward for motivation and success.
Successful engagement of employees leads to increased innovation and productivity.
Through competitive analysis, consumer expectations, and market research, organizational
development promotes change.
5. Increased profit margins
Organizational development influences the bottom line in many different ways. As a result of
increased productivity and innovation, profits and efficiency increase. Costs come down
because the organization can better manage employee turnover and absenteeism. After the
alignment of an entity’s objectives, it can focus entirely on development and product and
service quality, leading to improvements in customer satisfaction.
Organizational Development Process
A conventional approach in the organizational development process is the action research
model. This model is used by many organizations to guide the OD process. It entails what
its name describes – research and action.
However, there is much more to the OD process than just research and development.
There are multiple loops used to transmit feedback, which makes an organization more
responsive to change.
Reference
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Module 12 - Values and Ethics of Public Responsibility
1. Introduction/Overview
This module will tackle the significant role of values and ethics in Public Administration.
“Public office is a public trust” as the principle explains in which public officials and
employees are expected to act with utmost professionalism in discharging their respective
duties and responsibilities in serving the public interest in general.
2. Learning Outcomes
At the end of the module, the students are expected to:
1. Determine the values in Public Administration
2. Familiarize themselves of the Administrative Code of Ethics
3. Module 12 Lesson 1 Values in Public Administration
Core values is a broad phrase to describe the standards by which we characterize a
person, profession, or organization. Throughout the course of brainstorming and analyzing
my professional experience, I have settled on a set of five values that are most important in
public administration. In order to achieve success at a personal and organizational level in
the public sector, these values must be practiced on a daily basis.
To practice transparency in public administration is to ensure citizens the availability of
information which is deemed public. This should be an organizational goal, and is to be
taken into account when conducting all public business regardless of one’s job title. If the
goal of an organization is to serve the citizens to the best of their ability, then avoiding or
failing to achieve transparency would cause significant damage to the relationship between
them and the people they are aiming to serve.
Accountability is to adhere to a standard of professionalism in the workplace. Additionally, it
means to understand that our professional activities are being funded by the citizens of this
country. As such, public employees are held responsible by citizens for upholding the
mission of their organization. Accountability is an important aspect of the functionality of any
organization public or private. Essentially, it reminds individuals that while they are
employed by a professional organization they will be held liable for their actions.
Each public administrator is asked to adhere to a code of ethics. In order to function
properly as an organization, the administrator must be held to a high degree of ethical
standards. Specifically, ethics calls for administrators to display integrity, and be mindful of
laws and regulations. Furthermore, this must be accomplished in order to successfully
practice and promote transparency of government. Unfortunately, the importance of ethics
in government is usually shown when public officials violate laws or regulations. Because of
these instances, we are constantly reminded of the importance of ethics in public
administration.
Professionalism is an important core value when considering the prestigious nature of our
positions in the field of public administration. In essence, administrators are hired to be
visionaries, in addition to being stewards of public funds and information. To be professional
is to understand the importance of our jobs in the public sector, to have respect for
ourselves and the organizations that we represent, and to act accordingly. Each individual is
to deal with issues, whether positive or negative, in a mild and straightforward manner
whenever possible. Without professionalism in public administration, the overall perception
of our work and our organizations would undoubtedly falter.
Finally, there are few organizations in the public sector that are able to flourish without
proper leadership. Practicing leadership is setting an example of professionalism for staff
members and possessing the motivation to achieve organizational goals. In doing so,
leaders must have the ability to recognize the talents of individuals and allow those talents
to be utilized for the betterment of the organization. Admittedly, leadership can become a
balancing act between becoming an active team member and taking charge of overall
operations. As a leader, it is of utmost importance to stay connected with staff members, but
to act in a managerial role when called upon.
. Module 12 Lesson 2-Administrative Ethics
Ethics are the rules that define moral conduct according to the ideology of a specific group.
Moreover, ethics in public administration are important for good business conduct based on
the needs of a specific town, state or country.
Ethics provide accountability between the public and the administration. Adhering to a code
of ethics ensures that the public receives what it needs in a fair manner. It also gives the
administration guidelines for integrity in their operations. That integrity, in turn, helps foster
the trust of the community. By creating this atmosphere of trust, the administration helps the
public understand that they are working with their best interests in mind.
Additionally, a code of ethics creates standards of professionalism that co-workers in the
public sector can expect from each other — the public can also expect the same from their
leaders. With a strong code of ethics in public administration, leaders have the guidelines
they need to carry out their tasks and inspire their employees and committees to enforce
laws in a professional and equitable manner.
Another positive outcome of good ethics in public administration is timely and informative
communication with the community. This kind of transparency builds trust and prevents or
minimizes the potential issues that can arise when information is divulged from outside
sources. If there is something of consequence that the public needs to know about, it’s
better for it to come directly from the leaders and administration. Communication also keeps
all parties involved so that they can all work toward a common goal. Good communication
ensures that the community can engage their leaders on important issues.
Code of Ethics in Public Service
Republic Act no. 6713
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Implementing Rules and Regulations of RA 6713
Check this link:
[Link]
Reference
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References for Modules 1-12
The Philippine Administrative Code of 1987.
Leveriza, Jose P. Public Administration. The Business of the Government, Second
Edition. Manila: National Book Store, Inc
Nigro, Felix and Nigro Llyod Modern Public Administration 7th ed. 1989 Philippine copyright
1992 by HarperCollins Publishers Inc.
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