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Evaluation and Organizational Development

Author

Listed:
  • James T. Ziegenfuss JR

    (Pennsylvania Interdisciplinary Research Group)

  • David I. Lasky

    (Lebanon Valley College)

Abstract

This report presents the rationale and design for the use of a management-consulting approach to evaluation that links organization development and accountability. The contextual environment in which the approach was developed is in the public sector. The approach calls for a team of consultants to review the operations of an agency in five areas: administration, agency services, fiscal management, legal, and service system. The design and implementation procedures are illustrated from the data obtained in a review of a drug and alcohol agency. Evaluation is viewed as an ongoing process, with the first iteration being to help develop the organization in its early stages ofgrowth, including the necessary monitoring system, to allow for more extensive outcome measures onfuture evaluations.

Suggested Citation

  • James T. Ziegenfuss JR & David I. Lasky, 1980. "Evaluation and Organizational Development," Evaluation Review, , vol. 4(5), pages 665-676, October.
    • Handle: RePEc:sae:evarev:v:4:y:1980:i:5:p:665-676
    DOI: 10.1177/0193841X8000400508
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    References listed on IDEAS

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    1. Newman, Frederick L. & Burwell, Barbara A. & Underhill, William R., 1978. "Program analysis using the client oriented cost outcome system," Evaluation and Program Planning, Elsevier, vol. 1(1), pages 19-30, January.
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