Organizational Effectiveness, Change, and Innovation

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Organizational Effectiveness, Change, and
Innovation

• Tamara Norris, Instructor
• SOWO 804 Organizational and Community Behavior
• School of Social Work
• University of North Carolina at Chapel Hill
• Chapel Hill, North Carolina 27599

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Building Evaluation CapacityinHuman Service
OrganizationsA Case Study Stevenson, J. F.,
Florin, P., Mills, D. S., Andrade, M. (2002).
Building evaluation capacity in human service
organizations A case study. Evaluation and
Program Planning, 25(3), 233-243.
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Building Evaluation Capacity.
The Problem The government and other entities
that fund nonprofit human service organizations
are pressuring these agencies to better evaluate
outcomes, but many nonprofits simply dont have
the capacity to do so. The ResponseThe authors
undertook a three-year project to work with 13
local agencies in the state of Rhode Island to
enhance their ability to evaluate 14 substance
abuse prevention programs.
Stevenson, Florin, Mills, Andrade
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Building Evaluation Capacity.

• The intervention had four components
• Conducting a needs assessment
• Identifying and enhancing three exemplary
  evaluations to serve as models for the other
  programs.
• On-site and telephone technical support upon
  request
• Providing three training sessions later in the
  project
• Planning
• Implementation
• Analysis and reporting

Low participant confidence was determined to be a
problem. Confidence in a different evaluation
skill was measured following each workshop.
Confidence levels rose after each workshop, but
they were short-lived.
Stevenson, Florin, Mills, Andrade
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Five Business Trends.

1. Quality and outcomes management
2. Business and process re-engineering
3. Knowledge management
4. Capabilities-based competition
5. Collaborate, consolidate, or die

http//socialent.aztech-cs.com/resources/articles/
five_business/
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Five Business Trends.

• Collaborate, Consolidate, or Die
• People are reluctant to merge or collaborate
  because they fear a loss of independence
• As long as leaders maintain a focus on the
  community, everyone will win
• Why will such a focus ensure a positive outcome
  for all participants?

http//socialent.aztech-cs.com/resources/articles/
five_business/
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Five Business Trends.
How will these business trends, if implemented,
affect community behavior?
http//socialent.aztech-cs.com/resources/articles/
five_business/
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Building a Sustainable Innovation Organization

• Teams of Empowered Employees
• attract and retain good employees with
  applicable talents, skills and expertise
• organize in small groups
• delegate responsibility
• http//www.1000ventures.com/business_guide/innovat
  ion_aweorg.html

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Building a Sustainable Innovation Organization

• Analyzing and Improving Organizations
• The 7 Ss
• Strategy?
• Structure?
• Systems?
• Style?
• Skills?
• Staff?
• Shared values?
• http//www.1000ventures.com/business_guide/innovat
  ion_aweorg.html

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Managing Innovation

• Seven Areas of Innovation
• Strategy
• Business
• Organizational
• Product
• Process
• Technology
• Marketing
• http//www.1000ventures.com/business_guide/innovat
  ion_mgmt_main.html

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Evaluation

• Evaluation- Determines the Worth of a Thing
  Obtains Information for Use in Judging Worth of a
  Program, Product, Procedure, Objective

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Evaluation (Contd)

• Evaluation Systematic Process Designed to
  Reduce Uncertainty About the Effectiveness of a
  Particular Project
• Evaluation Determines Whether Targets Have Been
  Met
• Evaluation If Not Required Should Be Included
  for the Good of the Project

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Evaluation (Contd)

• Context Or Antecedent Evaluation
• Answers the Question of What Factors/Risks Exist
  in the Projects Environment or History That May
  Influence Project Conduct and Outcomes. (Useful
  to Project Staff and Others, but Rarely
  Requested). Will Apprise Organization Staff of
  Environmental Variables That Could Contaminate
  Findings, or Inhibit Project Implementation
• Formative Evaluation
• Information Used to Improve Project During Its
  Operation. Primary Audience Is Organization
  Staff. Allows Modifications to Be Made.
  COUNTERPART TO THE PROCESS OBJECTIVE, Sometimes
  Called PROCESS EVALUATION. It Is ESSENTIALLY A
  GOOD MANAGEMENT TOOL. (Rarely Requested by
  Funding Sources in a Direct Way.)

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Evaluation (Contd)

• Summative/Product Evaluation
• Involves Collecting Data to Determine the
  Ultimate Success of the Completed Project. Major
  Purpose Is to Document the Extent to Which the
  Projects Proposed Outcomes Were Achieved.
  Funding Source Is Key Recipient.
• Pay-Off/Impact Evaluation
• Can Occur at Formative and Summative Stages.
  Concerned With Finding Out Whether Projects
  Achievement Are of VALUE. Value of Its Effects.
  (Useful to Wide Range of Audiences.)

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