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picture1_Fashion Ppt Presentation 83430 | 41247523


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File: Fashion Ppt Presentation 83430 | 41247523
issues for debate implications of the use of evaluation as a management tool changing evaluation objects systems and policies programmes research collectives individuals and institutions evaluation as a management tool ...

icon picture PPT Filetype Power Point PPT | Posted on 12 Sep 2022 | 3 years ago
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         Issues for debate
   • Implications of the use of evaluation as 
    a management tool
   • Changing evaluation "objects".
    –systems and policies, 
    –programmes, 
    –research 'collectives', 
    –individuals and
    –institutions. 
    Evaluation as a management tool
   • Characterizing evaluation activities
    - objects
    - aims
    - approaches 
    - articulation with decision making processes
   • Different objects (Chabbal's terminology (1987)) 
     – Actors: individuals & research collectives, 
     – Operators: institutions, procedures, programmes and agencies/services, 
      Policies
            Evaluation objects: changing focus
         •   From the beginning: actors at the core of the process
                    Researchers and research teams, research results and 
             projects
                    Organizing the Peer review process 
         •   OECD and the evaluation of national systems
                    Peer reviews and indicators
         •   The eighties and the focus on research operators
                    Programmes at the core of new methodological 
             developments
         •   The nineties (1) and the fashion of privatisation
                    Focusing on the performance of research institutions
         •   The nineties (2) up to … : the fashion of 'excellence'
                    and the growing between multiple missions and one sided 
                    criteria of performance
      Evaluation as a management tool
    • Different aims 
      1- Audits
      Objective: compliance to pre-established rules, often administrative.
      Main effect: sanctions. 
      2- Assessment of Performance 
      Problems: measures, differentiating outputs from outcomes. 
      Approaches: "Summative"/"ex-post". 
      Effects: hierarchy/positioning, gratifications/ rewards.
      3- Relevance of action/activities 
      Objective: the adequate "implementation structures". 
      Approach: "pro-active" (focusing on the definition of future action).
      Effects: changes/adaptations in the course of action
      4-  Appropriateness (overall strategy) 
      Objective: discussing the aims (against the changing environment) 
      and/or their translation into goals and objectives. 
      Effects: redefinition of the action and of its course. 
          Evaluation as a management tool
     • Approaches to evaluation
         - evaluation process versus tools mobilized
         - "characterization" (of a situation) versus "judgment"
         - relations between approaches and couples "object/aim" 
         --> typical articulations 
     • The articulation with decision making processes
         - 2 different approaches: support to the “boss” or as a means 
         for collective learning.
         - 4 major constraints -->  
           - Timing    --->     to feed back in the decision making process
           - Relevance --->     to address issues at stake
           - Robustness--->     to resist critics from evaluees
           - Credibility  --->  to be taken up by stakeholders & decision makers
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...Issues for debate implications of the use evaluation as a management tool changing objects systems and policies programmes research collectives individuals institutions characterizing activities aims approaches articulation with decision making processes different chabbal s terminology actors operators procedures agencies services focus from beginning at core process researchers teams results projects organizing peer review oecd national reviews indicators eighties on new methodological developments nineties fashion privatisation focusing performance up to excellence growing between multiple missions one sided criteria audits objective compliance pre established rules often administrative main effect sanctions assessment problems measures differentiating outputs outcomes summative ex post effects hierarchy positioning gratifications rewards relevance action adequate implementation structures approach pro active definition future changes adaptations in course appropriateness overall str...

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