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- W2332046893 abstract "The success of Type III evaluation in FDA was based in part on the previous partial success of Type I and Type 11 evaluations, and from the evolving recognition of the shortcomings of Type I and Type 11 evaluations. A review of the recent literature and other forums suggests that there is an increasing expectation that evaluation is and should be an integral part of managing public programs, and current practice and theory is similar to Type I and 11 evaluations previously practiced in FDA. The application of Type III techniques to another organization, however, would neither be obvious nor easy. A number of factors would determine the applicability of Type III evaluation. These include: Trust: Program managers, analysts and agency officials must trust each other and must be convinced that all the participants' efforts are for the purpose of improving the organization, not for personal (or hidden agenda) purposes. Typically, this trust must be established in the day-to-day operations of the organization and carried over to the evaluation activities. Talented Analysts: Type III analysts must not only have the technical skills expected of all good analysts but must have, and aggressively exhibit, a service orientation toward all parties. Analysts with critical parent personalities are very injurious to the atmosphere needed for Type III evaluations. Cooperative Management: A cooperative, consensusbuilding management style provides a receptive setting for Type III evaluation. Combative, autocratic or dictatorial management styles do not." @default.
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- W2332046893 title "In Defense of Bureaucracy" @default.
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