Premium
Organizational structures that support internal program evaluation
Author(s) -
Lambur Michael T.
Publication year - 2008
Publication title -
new directions for evaluation
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.374
H-Index - 40
eISSN - 1534-875X
pISSN - 1097-6736
DOI - 10.1002/ev.275
Subject(s) - organizational structure , unit (ring theory) , extension (predicate logic) , function (biology) , relation (database) , organizational unit , computer science , work (physics) , program evaluation , evaluation methods , knowledge management , process management , psychology , management , political science , business , engineering , mathematics education , mechanical engineering , computer security , public administration , evolutionary biology , reliability engineering , economics , biology , programming language , database
This chapter explores how the structure of large complex organizations such as Cooperative Extension affects their ability to support internal evaluation of their programs and activities. Following a literature review of organizational structure and its relation to internal evaluation capacity, the chapter presents the results of interviews with 10 selected Extension evaluators. Four structures for evaluation in Extension organizations are identified: (1) a separate evaluation unit, (2) within an administrative unit, (3) within a program area, and (4) within an academic department or school. The interviews addressed the philosophy and approach to program evaluation, what evaluators do, the perceived effects of organizational structure on evaluation, and reflections on the optimal structure for program evaluation in Extension. Several conclusions are presented: the evaluation function should be associated with a high administrative level in the organization, locating the evaluation function in program units appears to be preferred, roles and responsibilities of internal evaluators need to be clearly specified, internal evaluators need to work closely with administration and management to carry out their roles effectively and to incorporate evaluation into organizational decision making, and internal evaluators often assume other roles beyond their primary role as evaluator. © Wiley Periodicals, Inc.