Management-Oriented Evaluation Approaches

1. Management-Oriented Evaluation Approaches By Stephen Jackson

2. Management Orientated Evaluation Approaches • Meant to serve the decision makers • Developed from the systems approach to evaluations • Decisions are made about inputs, processes, and outputs • Decision makers is the audience • Their concerns, informational needs, and criteria for effectiveness guide study

3. Developers of MOE Approach • Stufflebean(1971, 2000; Stufflebeam & Shinkfield, 1985) CIPP Evaluation Model • Evaluation is “The process of delineating, obtaining, and providing useful information for judging decision alternatives”(Stufflebeam, 1973b, p. 129)

4. CIPP Evaluation Model • Context Evaluation- planning decisions • Input Evaluation- structuring decisions • Process Evaluation- implementing decisions • Product evaluation- recycling decisions

5. Tips for Evaluators • Proposed tips by Stufflebeam(1973a) • Focusing the Evaluation • Collection of Information • Organizing Information • Analysis of Information • Reporting of Information • Administration of the Evaluation

6. The UCLA Evaluation Model • Developed by Alkin(1969) • Five types of evaluation • Systems assessment • Program planning • Program implementation • Program improvement • Program certifications

7. Alkin’s Four Assumptions • Alkin’s four assumptions for his evaluation model(1991) • Evaluation is a process of gathering information • Information from evaluation will be used to make decisions about alternative courses of action • Information from evaluation should be presented to decision maker effectively and not confuse or mislead • Different kinds of decisions require different kinds of evaluation procedures

8. Growth and Development of Early Models • CIPP Model’s Growth • Context- advanced by Stufflebeam(1997) to include guidelines for designing a needs assessment for and educational program or activity. • Input- guide developed by Reinhard(1972) created the “advocate team technique” to be used when acceptable alternatives fro designing a new program are not available or obvious.

9. CIPP Model’s Growth Cont. • Process- Cronbach(1963) provided useful suggestions for the conduct of process evaluation • Product- useful techniques provided in Chapter 6

10. Other M.O.E. Approaches • Provus’s Discrepancy Evaluation Model • Described as an objectives-oriented evaluation model but has parallels to management-oriented evaluation models • Focuses on Input, process, and output at each of the 5 stages of evaluation • Do not stress the decision-maker orientation found in the management approaches like in management oriented evaluation models

11. Other M.O.E. Approaches Cont. • The Utilization-Focused Evaluation Approach of Patton(1986, 1996) • Believes the decision makers determine what information is needed and arrange for information to be collected and provided similar to management-oriented evaluation models.

12. How the M.O.E. Approach Has Been Used • I will scan and Place Figure 5.1 here. The Relevance of Four Evaluation Types to Decision Making and Accountability

13. Strengths of M.O.E. Approaches • Can begin an evaluation at any time during a program or activity • Preferred choice for most managers and boards • Emphasis is placed on information from decision makers • Helps generate potentially important questions • Easy to explain to lay audiences • Supports evaluation of every component of a program as it operates, grows, or changes • Stresses the timely use of feedback by decision makers

14. Limitations of the M.O.E. Approaches • Evaluator’s occasional inability to respond to questions or issues that may be significant • Programs that lack decisive leadership are not likely to benefit from this approach to evaluation • Preference is given to top management • Can become the “hired gun” • Evaluation can become unfair and possibly even undemocratic • Disenfranchises other stakeholders who have less power and resources • Cronbach et. Al(1980) Policy-shaping community • Costly and complex evaluations

15. Limitations of the M.O.E. Approaches Cont. • Assumptions of the Management-Oriented Approaches • Important decisions can be clearly identified in advance • That clear decision alternatives can be specified • That the decisions to be served remain reasonably stable while the evaluation is being done