A Study about Monitoring and Evaluation:Technical Notes
Process evaluations assess how effectively a public action is being implemented; they focus on aspects such as who is participating, what activities are being offered, what actions have been taken, and what staff practices and client responses are. A process evaluation may be conducted when problems such as delays, cost overruns, or beneficiary dissatisfaction have been detected by the monitoring system, or may be carried out regularly as an early-warning system. Process evaluations tend to rely on less formal evaluation designs and modes of inquiry such as self-evaluation and expert judgment.
Outcome evaluations assess what happened to individuals (or other units of analysis) after policy or program implementation; they focus on intervention outcomes such as whether people are healthier, better educated, or less vulnerable to adverse shocks. Evaluation designs for outcome evaluations vary along a continuum of levels of complexity. At one end of the spectrum are outcome evaluations that simply assess whether program participants experienced any changes in key welfare indicators—these are basically monitoring exercises. Evaluation designs and data collection and analysis methods at this end of the spectrum tend to be relatively simple and quick to yield results, but they leave room for differing interpretations of how much of a change can be attributed to a particular intervention. Keep reading…
A Case Study about Strategic Planning at the U.S. General Accounting Office
Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effortóinvolving staff at all levels and a wide spectrum of stakeholders. The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.
With this end in mind, GAO embarked on a planning process that would satisfy criteria of the Government Performance and Results Act. Members and staff of Congress were involved heavily as GAO developed the plan, which ìstarted and ended with Congress.î Challenges emerged throughout the process, providing learning experiences that are relevant to organizations involved in strategic planning. The intent of this case study is to capture lessons learned, provide insight on GAO’s strategic planning experience, and offer recommendations to guide future strategic planning efforts at GAO. Keep reading…
Charities and social enterprises not only need revenue funding to cover day-to-day activities, but also capital investment – funding to cover cash flow fluctuations, to weather difficult periods or to invest in future growth. Most of charities’ income and expenditure goes directly on day-to-day activities, leaving them with little surplus to hold in reserves. This can leave charities fragile, unable to manage cash flow difficulties or to invest in innovation and development so that they may grow.
While there are many barriers to charities effecting social change, Venturesome believes that a lack of access to financial capital is a key constraint. Very little capital investment is available to charitable organisations. Grants are concentrated on revenue funding. At the other end of the spectrum, the banking market has historically lent very little to charities. Whilst there is evidence that the availability of bank lending is growing, such finance is only appropriate for a portion of the capital requirements of charities. Keep reading…
Case Study about Strategic Planning at the U.S. General Accounting
Introduction: In anticipation of impending domestic and global changes, the U.S. General Accounting Office developed a strategic plan to guide its efforts. The two-year strategic planning process and GAOís Strategic Plan, 2000-2005, prompted a complete reorganization of GAO that began on October 1, 2000. Developing the plan entailed unprecedented effort involving staff at all levels and a wide spectrum of stakeholders.
The plan evolved, in part, in response to a senior management directive to clarify GAO’s mission and objectives. Additionally, managers foresaw the plan as an opportunity to communicate to Congress and the nation GAOís capabilities. Comptroller General David Walker referred to the plan as ” a blueprint for how [GAO] will support Congress and the American people in the future,” and “a vision for strengthening the performance and accountability of the federal government.
A Case Study about Conditioning Factors of Inter-Organizational Cost Management
Abstract: The basic research problem of this study is based on the lack of a conceptual model for application of Inter-Organizational Cost Management, since literature has not presented a defined conceptual model. Applying a critical and argumentative analysis, the study aimed at systemize the current knowledge on Inter-Organizational Cost Management and test adherence to its conditioning factors in two different value chains. A formal scientific exercise was developed, organizing and systemizing a theoretical structure. Using the case study as the predominant methodological element, an analysis was carried out in two organization chains from the corporate service industry.
Introduction: Several studies demonstrate the relevance of the relationship between companies. According to Coad and Scapens, strategic alliances and other cooperation focus in business have led to profitable results. Different forms of contract lead to different governance arrangements. Menard proposes that the different arrangements shape a spectrum, with hiring through the market at one end and full vertical integration at the other. One way of measuring and controlling objects of contracts between companies is mutual cost management: Inter-organizational Cost Management (ICM). This inter-organizational relationship focus as a strategic management tool is relatively new in cost management literature, and increasing research interest in this area has been observed since late last century.
Case Study about Problem of non-normality in Statistical Quality Control: Surface Mine
Introduction: Quality of ore varies in the complete spectrum of mining operations. Depending upon the quality control practices at mines, grade variation may follow a systematic pattern or an erratic fluctuation. The different statistical quality control techniques, especially control charts, are used for continuous monitoring of grade variation.
The main purpose of the application of control charts is to identify the root causes of quality variation based on which corrective actions are taken to remove irregular grade fluctuation. Some studies on the application of control charts were conducted in the mineral industry for improving the quality of ore. These studies explored the application of the Shewhart X — and R charts. The constructions of these charts were based on the normality assumption of sample observations.
A Case Study for 3G Data Urban Centers: 3G Data Offload to wi-fi in Urban Centers is Good for Business in Japan
The Customer: Asia is leading the world in the adoption of cellular data services with Japan taking a leading role. As a result, all Japan’s tier one cellular operators are facing severe. Problems of 3G data congestion in urban centers The shift in focus of the digital information revolution to mobile is bringing major changes to our lifestyles. Cellular operators face the challenge of creating a carriergrade, high-capacity data network that will support the growing demand for cellular data.
The Challenge: 3G data congestion adversely affect the user experience with low surfing rates, interrupted media streaming and even disconnected calls. As one of the most advanced global cellular markets, Japan is facing heavy data congestion. The high costs of cellular network equipment coupled with the lack of available spectrum forced the Tier 1 cellular providers to seek an alternative solution to alleviate the data congestion…
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In a stunning twist to the 2G case, an audio tape of a CBI senior public prosecutor purportedly advising a key accused on how to counter prosecution’s charge has emerged, breathing fresh life into the mega-swindle and bringing fresh trouble for the government.
The tape sent to the CBI anonymously has the agency’s senior public prosecutor A K Singh speaking to Sanjay Chandra, MD of Unitech and one of the main accused in the scam case, tutoring him on how to strengthen his defence and weaken CBI’s case against him. “I have been muddling up the matters only for you,” Singh purportedly tells Chandra in the tape that has been sent for forensic investigation…
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Bafna Pharm Ltd, a Chennai based multi-product pharmaceutical formulations company in diverse therapeutic segments, came to Prana as an IPO Communication assignment. Over its two decades of existence in Betalactum and non-Betalactum formulation spectrum, Bafna could successfully turn up as an ‘Export House’ with presence in markets like Sri Lanka, Ghana and Ukraine. The Company required the IPO funds to fuel their ambitious growth agenda internationally across regulated and unregulated markets.
Communication Challenges: In India, smaller IPOs require an extra effort to persuade investors. Prana PR had to act swiftly as our mandate was signed just a couple of weeks prior to the Issue opening date. Within a couple of weeks, Prana PR had to introduce the Company to the media across Mumbai, Chennai and Gujarat. It was essential that a few stories about Companies core strengths appear before the formal IPO marketing communications. Click here to read more…
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