...Program Evaluation Overview 1 Program Evaluation Overview The unstable, unpredictable, and ever fluctuating economy makes a good atmosphere for organizations to reap the benefits of a program evaluation. Competitive success in the everchanging marketplace will only occur when an organization puts into place continuing program feedback and program adjustments or adaptations (McNamara, 2006). There are several program evaluation models and methods available to any organization, making the stakeholders the key decision makers of the identity of scope and type of evaluation that will lend itself toward the futures goals and vision of the organization. McDavid and Hawthorn (2006) explain that there is a need for any organization conducting a programs evaluation to generate specific material for planning, design, implementation, and assessment to obtain desired results and to solve any problems or issues. To develop an evaluation focusing on relevance, utility, and design that specifically matches the organization’s needs, the stakeholders must not only address the issues at hand. They also must select an individual or team, which is internal, external, or combination of both to makeup the goal-oriented a program evaluation team. What is a Program Evaluation Boulmetis and Dutwin (2005, p. 4) define a program evaluation as the systematic and structural process of data collection. With these an organization can discerne if and to what degree organizational goals are achieved...
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...EMPLOYEE PERFORMANCE PLANS WITH ORGANIZATIONAL GOALS Workforce Compensation and Performance Service Executive Resources and Employee Development ■ Performance Management Implementation ■ September 2011 table of contents FOREWORD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 contents CHAPTER 1 PERFORMANCE MANAGEMENT: BACKGROUND AND CONTEXT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Employee Performance Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 CHAPTER 2 DISTINGUISHING ACTIVITIES FROM ACCOMPLISHMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 The Beekeepers and Their Bees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Using Balanced Measures ................................................. Categories of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 18 CHAPTER 3 DEVELOPING EMPLOYEE PERFORMANCE PLANS . . . . . . . . . . . . . . . . . . . . 20 Step 1: Look at the Overall Picture ....................................... Step 2: Determine Work Unit Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . Method A: Goal Cascading Method . . . . . . . . . . . . . . ....
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...not? Jennifer is absolutely correct in having these employee evaluations done formally. Reason for is to protect Carter Cleaning Company and its business goals from discrimination charges or violations of Title VII of the 1964 Civil rights Act. Informal evaluations can lead to unfair appraisals which can open a can of unexpected problems. All employees should receive formal evaluations via by paper or electronic forms in order to have a documented history. Keeping employee evaluations on file makes it easier for employers to reference certain information needed for promotions or projects, etc. Jennifer should get with Jack to discuss what performance dimensions should be measured and how to measure them. Once they’ve come to a decision, Jennifer should look in to developing a sort of graphic rating scale. 2. Develop a performance appraisal method for the workers and managers in each store. Graphic Rating Scale method (Fig 9-3, Dessler, pg. 291) ------------------------------------------------- Carter Cleaning Company ------------------------------------------------- Employee Name______________________ Level: Entry-level employee ------------------------------------------------- Managers Name______________________ ------------------------------------------------- Key work Responsibilities Results/Goals to be Achieved ------------------------------------------------- 1.__________________________________ 1.___________________________ ------------------------------------------------- ...
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...Early Childhood Guide Name Institution Planning a guide to early childhood program development is essential to serve as a tool for improving and developing high quality early childhood programs. It is essential for each childhood education setting to plan its program so as to facilitate achievements of the goals. Planning a curriculum should be a continuous process which involves identifying needs and capabilities of children, observation, provision of necessary resources, evaluation and assessment. To ensure that the curriculum goals are realized, childhood programs should be planned to offer sufficient learning experience for the children. A good plan usually starts from observing the children’s interests, needs, strength and behaviors. A good plan should focus on the environment, the setting and group of children or individuals. The focus could also be on a the routine, such as planning for activities and mealtime. A plan helps teachers working in early childhood education to understand what the children in their centers are learning and how learning happens. Teachers must accomplish some goals so as to create an effective learning environment. Goals refers to the competencies that children are expected to develop. Some of the goals that teachers should accomplish childhood programs, examples of specific goals are; developing a sense of trust and security, think critically, increase self-confidence, develop a nurturing and positive relationship with peers and the children...
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...weakened by the frequent shifts that characterize business today. The pace of change in both business strategy and compensation design are leading many companies to consider and implement changes to one side of the bridge without making changes to align it with the other side of the bridge. As a result, the bridge becomes weaker and is more likely to undermine the overall success of the business. This process encompasses the following key steps such as articulating the company's long and short-term business strategies and making sure they are aligned with current compensation approaches; choosing the compensation approach that will best reward and reinforce the company's articulated strategic goals; and periodically evaluating the compensation approach against the business strategy to see if goals have been met and make necessary adjustments. To align compensation with the business strategy, a company must first be able to articulate what that business strategy is. While identifying and articulating the business strategy seems self evident, many companies have lost sight of their strategy or find that a strategy is in place but not explicitly recognized or communicated. And in this era of constant change, companies can't assume that they are pursuing their official business strategy. In other words, a company whose business strategy is obsolete may have adopted a more relevant strategy without taking the time to explicitly...
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...Accounting Standards Boards Paper Accounting Standards Boards Paper This paper will discuss the relationship of the two accounting boards, International Accounting Standards Board (IASB) and the Financial Accounting Standards Board (FASB). Both groups are working on a venture known as the convergent project. The convergent project is an attempt by the IASB and FASB to eliminate differences between the International Financial Reporting Standards and the US GAAP. This paper will also explain how the MSA program will help students to prepare for a career in the accounting field. The Security Exchange Commission (SEC) was established by the Security Exchange Act in 1934. The SEC is the authority to establish financial accounting standards for publically held companies in the United States. The FASB was established in 1973 as the official body charged with issuing accounting standards. It is a private organization and is documented by the American Institute of Certified Public Accountants as well as the SEC. The mission of the FASB “is to establish and improve standards of financial accounting and reporting” (FASB.ORG, 2014). The FASB also oversees that reporting from publically held companies provide useful information investors, auditors and creditors, as well as anyone else who needs the information. The FASB issues Financial Accounting Standards (FAS) and other accounting pronouncements that make up the Generally Accepted Accounting Procedure. The GAAP is...
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...Accounting Standards Boards Accounting Standards Boards After the stock market crash of 1929, there were stresses on the accounting profession to institute uniform accounting standards. Thus the evolution of financial accounting and reporting standards came into existence. The development of this uniform standard was not easy. However, due to a number of individuals feeling that they were faced with incomplete and inaccurate financial statement information, a standard needed to be established and enforced. Inaccuracy and deception led to a number of negative events such as the inflated stock prices which ultimately factored in to the stock market crash and the following great depression. Financial Accounting Standards Board The Financial Accounting Standards Board was established in 1973. The FASB’s mission was to establish and improve standards of financial accounting and reporting for the guidance and education of the public, including issuers, auditors and users of financial information. To accomplish this goal the FASB sought to: “improve the usefulness of financial reporting by focusing on the primary characteristics of relevance and reliability and on the qualities of comparability and consistency; keep standards current to reflect changes in methods of doing business and changes on the economic environment; consider promptly any significant areas of deficiency in financial reporting that might be improved through the standard-setting process; promote the...
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...Directing Instructional Goals Since the primary purpose of schooling is learning, then deciding what should be taught, how much of it should be taught, and how it should be organized for teaching are the paramount goals for effective instructional leader. Thus, according to McEwan (1998), it is the ultimate responsibility of the instructional leader to guide the development and implementation of instructional goals or the broad general outcomes that define what students should know and be able to do when they exit the school. In her authoritative work on instructional leadership, she proposes guidelines in directing instructional leadership in school. First, the leader must involve teachers in developing and implementing instructional goals and objectives. Teachers may be encouraged to identify significant, meaningful data to be compiled for the school portfolio; interpret the data, request more data, and identify areas of concern; focus areas of concern on a few priorities and developing goals; participate in study groups to further analyze improvement concerns, select indicators of improvement and recommend validated strategies, affirm the completed school improvement plan; participate in staff development to learn the use of new strategies and assessments; and discuss evidence of progress with implementation and goal attainment (Holcomb, 1999). Second, the school leader must incorporate the designated government and/or system curricula in the development...
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...ISLLC Standards for School Leaders Standard 1 A school administrator is an educational leader who promotes the success of all students by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community. Knowledge The administrator has knowledge and understanding of: 1. Learning goals in a pluralistic society 2. The principles of developing and implementing strategic plans 3. Systems theory 4. Information sources, data collection, and data analysis strategies 5. Effective communication 6. Effective consensus-building and negotiation skills Dispositions The administrator believes in, values, and is committed to: 1. The educability of all 2. A school vision of high standards of learning 3. Continuous school improvement 4. The inclusion of all members of the school community 5. Ensuring that students have the knowledge, skills, and values needed to become successful adults 6. A willingness to continuously examine one's own assumptions, beliefs, and practices7. The school community is involved in school improvement efforts ISLLC Standards for School Leaders Standard 2 8. The vision shapes the educational programs, plans, and activities 9. The vision shapes the educational programs, plans, and actions 10. An implementation plan is developed in which objectives and strategies to achieve the vision and goals are clearly articulated 11. Assessment data related to student...
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...health care quality. To overcome a decade of difficulties and implement a program for improving their quality, the University of North Texas Health Science Center at Fort Worth (UNTHSC) began a journey to change the culture of their organization. Using the change model the new president initiated measures to revise the quality improvement program and strategies for meeting regulatory and accreditation standards. Many barriers interfered with the process but actions were executed to overcome these obstacles (Ransom, Joshi, Nash, & Ransom, 2008). This paper will describe the cultural change journey of UNTHSC through unfreezing their old culture and laying the foundation for a new culture of quality. Measures to Monitor and Revise Quality Program Implementation The measures used to monitor and revise quality program implementation foster changing the organizational structure of an institution. The UNTHSC at Forth Worth decided to institute cultural changes as a form of monitoring and influencing the change process. The initial element of the measurement process incorporated administrative, academic, clinical practice, research application, financial elements, and community goals. A baseline measure was associated with current levels of operations. The management team was held accountable in regard to focusing on four areas of measurement. These areas included excellence awareness, defined goals, allocation of budget, and accountability of sustained outcomes. Through...
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...Appendix A, and INTASC principles at http://cte.jhu.edu/pds/resources/intasc_principles.htm Review the guidelines in Appendix A. Use Appendix A to help you create a Professional Development Plan—a component that may be added to your professional portfolio. Write a 2,100- to 2,500-word paper composed in Microsoft© Word, include answers to the following questions: What are your goals in the next 5 years? In the next 10 or more years? What steps are necessary to get you to your goals? What obstacles might you foresee and how will you overcome them? What is one principle from the INTASC Principles Web site (http://cte.jhu.edu/pds/resources/intasc_principles.htm ) that you feel you must improve the most to be effective in the education profession? What existing professional development programs might you pursue to address the need to improve in this area? What professional development programs might you enroll in to help you prepare to meet the diverse needs of today’s learners? How will you evaluate your progress? What will help keep you motivated toward achieving those goals? What professional organizations will you join? Explain why. What do you expect to gain from membership in these organizations? What techniques will you use to help you develop leadership skills?...
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... There are several functional departments that manage projects and have established standard processes and templates although these are not consistent across the organization. The PMO has developed a methodology and process, including standard tools and templates for project management to the implementation of the strategic programs of the company. 2. What is the operational relationship of the various locations vis-à-vis the implementation of strategies and execution of projects across these locations? Each strategic program has an assigned executive sponsor and is managed by a program leader. These program leaders are responsible for implementing the strategic projects across all Champion locations. 3. What type of organizational structure does Champion Technologies operate i.e. functional, projectized or matrix? The organization as a whole is largely functional, although as we continue to reorganize departments to better meet current and future challenges, we have some roles that have been matrixed. A matrixed organization has to be carefully monitored for conflicts where interdependencies lie so we follow a RACI model is these cases. In terms of the PMO, this is a small organization that reports to the President and CEO of the company. We serve as a functional interface with several executive leadership teams and the strategic Program Leaders. 4. What are the core values that underpin the company’s organizational culture...
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...Practices Financial and accounting professionals must follow the ethical standards that regulate the type of business they conduct, who they conduct business with, and how they use their skills to conduct their business. These ethical standards are defined by professional finance organizations and the Financial Accounting Standards Board. This article will discuss reporting and ethical practices for any financial and accounting organization. It will include a summary of generally acceptable accounting principles and general financial ethical standards, as well as, summarize the four elements of financial management. This article will conclude by discussing researched articles on financial reporting practices, ethical standards, and financial management within the health care organization. Generally Accepted Accounting Principles (GAAP) and Financial Ethical Standards According to "Business News Daily" (2014), “Generally Accepted Accounting Principles (GAAP) is a combination of guidelines, comprehensive rules, and generally accepted standard practices utilized throughout the accounting industry to prepare and standardize financial statements, such as balance sheets, income statements, and cash flow statements” (Generally Accepted Accounting Principles (GAAP): Standards & Rules for Accountants). In 1999, the American Institute of Certified Public Accountants (AICPA) designated the Federal Accounting Standards Advisory Board (FASAB) as the most authoritative source of GAAP...
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...implemented an MBO program to evaluate department managers, sales engineers, and consumer service employees. President Delgado appointed John Givens and Hilda Hirsh to provide a broad outline of MBO performance standards, identify key standards controlling performance, and more specifically, isolate goals not easily attained. Micro At the beginning stages, negative feedback was received, but eventually departments came around. During the first year participation was encouraged, employees set high goals, productivity increased, and rewards were obtained. However, in the course of the past year, performance evaluation problems are surfacing, dissatisfaction is emerging, managers are stating MBO standards are too tight and unfair, and workers are threatening to leave. Causes John and Hilda may not have the knowledge or skills to evaluate and change performance levels of individuals or teams. Manager and line supervisors should be participating in MBO programs. They can assist by identifying deficiencies, facilitating process improvements, and measuring goals and objectives Other departments started complaining that Hirsh was only looking for failure to report under the cover of the MBO system. There is no trust in this company due to management. Employee morale is decreasing because higher performance standards cannot be met and/or are unattainable. Department managers are accusing Hirsh as focusing one cost measurement within the MBO program (i.e. departmental...
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...Substance Abuse Prevention Programs Julie Valpuesta Grand Canyon University April 9, 2014 Substance Abuse Prevention Programs There are many substance abuse prevention programs in America. The Army Substance Abuse Prevention, Partnership for a Drug-Free NC and SAMHSA are three of them listed in this paper. They all have goals, funding, marketing, government policies and standards to which they have to adhere to. They all have components that work, problems and a certain level of effectiveness. The follow is an overview of these three agencies and how they work. Goals and Method of Operation First, we have Army Substance Abuse Prevention. The Army strives to ensure that its soldiers are properly treated when it comes to substance abuse. Their goals consist of “Increase individual fitness and overall unit readiness. Provide services which are proactive and responsive to the needs of the Army´s workforce and emphasize alcohol and other drug abuse deterrence, prevention, education, and rehabilitation. Implement alcohol and other drug risk reduction and prevention strategies that respond to potential problems before they jeopardize readiness, productivity, and careers. Restore to duty those substance-impaired Soldiers who have the potential for continued military Service. Provide effective alcohol and other drug abuse prevention and education at all levels of command, and encourage commanders to provide alcohol and drug-free leisure activities. Ensure all personnel assigned...
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