Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 10, 2008
Selecting Designs for Cause and Effect, Normative, and Descriptive Evaluatio...Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 13, 2008
Considering the Evaluation Approach 思考评价方法Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 11, 2008
Selecting and Constructing Data Collection Instruments 选择和构建数据收集工具Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 14, 2008
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 16, 2008
Developing Evaluation Questions & Starting the Design Matrix 制定评价问题选择设计矩阵Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 13, 2008
Introduction to Development Evaluation 发展评价导言Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 9, 2008
Selecting Designs for Cause and Effect, Normative, and Descriptive Evaluatio...Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 13, 2008
Considering the Evaluation Approach 思考评价方法Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 11, 2008
Selecting and Constructing Data Collection Instruments 选择和构建数据收集工具Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 14, 2008
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 16, 2008
Developing Evaluation Questions & Starting the Design Matrix 制定评价问题选择设计矩阵Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 13, 2008
Introduction to Development Evaluation 发展评价导言Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 9, 2008
This annotated compendium of evaluation planning guides can help you understand the basics of conducting an evaluation; learn how to create a logic model and indicators; understand evaluation terminology; develop performance management metrics; and evaluate your research, knowledge translation and commercialization activities, outputs and outcomes.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Grant professionals often face the task of writing the evaluation section of a grant proposal, designing an evaluation plan, or even conducting an in-house evaluation - what are the basic how-to's, from a grant professional's perspective? Download for extensive notes, including sample bid criteria, scope of services, and solutions to the most common evaluation problems!
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
16Risk Management Methods of Risk IdentificEttaBenton28
1
6
Risk Management
Methods of Risk Identification
One of the most critical and necessary elements in the risk assessment process is identifying risk. If any phase in the risk management process fails to identify a specific threat, all other steps will be skipped for that risk. Project risks can be identified by using the following methods.
Brainstorming involves bringing a group of people together to reflect and explore a subject and generate solutions (Shi et al., 2022).Brainstorming allows team members involved in the organization's daily running to identify potential threats at various sections of the organization. For instance, in the office relocation project, all project team was involved through meetings to help identify and classify risks into financial and technical risks.
Stakeholder’s interviews and analysis: Stakeholders are interested in the project; thus, interviewing them allows the project team to grasp better what they perceive as the main risks. They see danger from an investor's standpoint rather than an employee or the project manager. This point of view might assist you in determining what affects your shareholders and how to manage them (Shi et al., 2022). Engagement with the project shareholders such as customers, employees, and suppliers helped identify and group risks based on their potential impact on the project.
Root cause analysis: A root cause analysis entails looking into prior project hazards and how they connect and the current project. Financial difficulties, old equipment, or low-quality materials can contribute to. Finding the core cause can help the team identify and avoid typical project or business difficulties, resulting in increased project efficiency. This process involved reviewing similar projects that have been done before. The information gathered was vital in understanding the potential perils.
Requirement review: A requirements review examines a project's financial workforce, material, requirements, allowing the team to study requirements more frequently and immediately identify potential problems. For instance, if the project's financial needs are very high and the firm's economic powers are low, this may result in financial risk. Therefore the firm can plan on how to get additional funding. The project's budget requirements review was an important way of identifying the risk throughout the project development.
Methods Used For Monitoring Risks
Risk monitoring is the practice of tracking and evaluating the severity and the level of risks in an organization. This process is critical; as such, it should be done skillfully to assess the potential impacts of the identified risks (Romanak & Dixon, 2021). The following methods are essential in this process.
Trend and variance analysis: Trend and variance analysis involve paying closer attention to the movement in the budget and actual costs or changes in the market environment. If the investigation shows an increasing trend in the pro ...
Thorny Issues of Stakeholder Identification and Prioritization in Requirement...IOSR Journals
Abstract: Identifying the stakeholder in requirement engineering process is one of the critical issues. It
performs a remarkable part for successful project completion. The software project largely depends on several
stakeholders. Stakeholder identification and prioritization is still a challenging part in the software development
life cycle. Most of the time, the stakeholders are treated with less importance during the software deployment.
Additionally, there is a lack of attempt to think about the right project stakeholder by the development team. In
maximum cases, the stakeholder identification technique is performed incorrectly and there is a lack of attempt
to mark out them with priority. Besides, there are so many limitations on the existing processes which are used
for identifying stakeholders and setting their priority. These limitations pose a negative impact on the
development of software project, which should be pointed out by giving deep concern on it. We are aiming to
focus on this typical fact, so that we can figure out the actual problem and current work on identifying
stakeholders and setting their priority.
Keywords: Stakeholders, Stakeholder Identification, Stakeholder Selection, Stakeholder
Prioritization, Stakeholder Value, Software Development
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Understanding Issues Driving Development Evaluation 了解推动发展评价的问题Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 9, 2008
Program Evaluation Studies TK Logan and David Royse .docxstilliegeorgiana
Program Evaluation
Studies
TK Logan and David Royse
A
variety of programs have been developed to address social problems such
as drug addiction, homelessness, child abuse, domestic violence, illiteracy,
and poverty. The goals of these programs may include directly addressing
the problem origin or moderating the effects of these problems on indi-
viduals, families, and communities. Sometimes programs are developed
to prevent something from happening such as drug use, sexual assault, or crime.
These kinds of problems and programs to help people are often what allracts many
social workers to the profession; we want to be part of the mechanism through which
society provides assistance to those most in need. Despite low wages, bureaucratic red
tape, and routinely uncooperative clients, we tirelessly provide services tha t are invaluable
but also at various Limes may be or become insufficient or inappropriate. But without
conducting eva luation, we do not know whether our programs are helping or hurting,
that is, whether they only postpone the hunt for real solutions or truly construct new
futures for our clients. This chapter provides an overview of program evaluation in gen -
eral and outlines the primary considerations in designing program evaluations.
Evaluation can be done informally or formally. We are constantly, as consumers, infor-
mally evaluating products, services, and in formation. For example, we may choose not to
return to a store or an agency again if we did not evaluate the experience as pleasant.
Similarl y, we may mentally take note of unsolicited comments or anecdotes from clients and
draw conclusions about a program. Anecdotal and informal approaches such as these gen-
erally are not regarded as carrying scientific credibility. One reason is that decision biases
play a role in our "informal" evaluation. Specifically, vivid memories or strongly negative or
positive anecdotes will be overrepresented in our summaries of how things are evaluated.
This is why objective data are necessary to truly understand what is or is not working.
By contrast, formal evaluations systematically examine data from and about programs
and their outcomes so that better decisions can be made about the interventions designed
to address the related social problem. Thus, program evaluation involves the usc of social
research meLhodologies to appraise and improve the ways in which human services, poli-
ci~s, and programs are co nducted. Formal eva l.uation, by its very nature, is applied research.
Formal program evaluations attempt to answer the following general ques tion: Does
the p rogram work? Program evaluation may also address questions such as the following:
Do our clients get better? How does our success rate compare to those of other programs
or agencies? Can the same level of success be obtained through less expensive means?
221
222 PART II • QUANTITATIVE A PPROACHES: TYPES OF STUD IES
What is the expe ...
OL 326 Milestone Two Guidelines and Rubric The final p.docxcherishwinsland
OL 326 Milestone Two Guidelines and Rubric
The final project for this course is the creation of a case study analysis and strategy proposal. In Milestone Two, submit Section II: Analysis of Social
Responsibility and Section III: Ethical Decision-Making of the final project.
The purpose of this project is to analyze and critique an organization based on what is expected within a corporate strategy in regard to social responsibility.
Prompt: Submit Sections II and III of the final project, which are the analysis of social responsibility and ethical decision making.
Specifically, the following critical elements must be addressed:
II. Analysis of Social Responsibility. In this part of the project, you will begin your analysis of the case study, examining how the strategy plan of the
organization in the case study considers social responsibility.
a) Analyze the organization’s strategy plan for compliance with the current acceptable standards or norms relative to social responsibility today.
b) Analyze the organization’s strategy plan for any gaps in social responsibility that might be potential risks to internal and external stakeholders.
c) Predict the potential positive and negative impacts to internal and external stakeholders regarding social responsibility that would result from
the strategy plan. In other words, what might happen to the employees and/or people involved in the company regarding social responsibility
from this strategy plan? You could consider both the present and future impacts.
d) Critique the evolution of strategy planning related to social responsibility within the organization. In other words, what may have influenced the
evolution of strategy planning related to social responsibility unique to this organization?
e) Explain how this organization is or is not consistent with regard to social responsibility when compared within its own industry and when
compared to outside industries. Be sure to justify your response.
III. Ethical Decision-Making. In this part of the project, you will continue your analysis of the case study, examining how the strategy plan of the organization
considers ethics in decision-making processes.
a) Analyze the organization’s strategy plan for decision-making processes that it employs. In other words, based on the strategy plan, how does the
organization make decisions?
b) Explain how aspects of ethics were considered in the decision-making processes of the organization. In other words, what were the ethical
considerations related to social responsibility in the decisions made by the organization? You could consider the connection between ethics and
organizational decision making and how ethics influence those decisions.
c) Analyze the organization’s strategy plan for any gaps in the decision-making process that could be considered potential risks to internal and
external stakeholders.
Rubric
Guidelines for Submission: Your paper must.
Permohonan Pembatalan Keputusan Komisi Pemilihan Umum No. 360 Tahun 2024.pdfDadang Solihin
Tentang Penetapan Hasil Pemilihan Umum Presiden dan Wakil Presiden, Anggota Dewan Perwakilan Rakyat, Dewan Perwakilan Daerah, Dewan Perwakilan Rakyat Daerah Provinsi, dan Dewan Perwakilan Rakyat Daerah Kabupaten/Kota Secara Nasional dalam Pemilihan Umum Tahun 2024 tertanggal 20 Maret 2024
Marty M. Natalegawa, 2021, Geopolitik dan Perekonomian Indonesia Dampak dan R...Dadang Solihin
Sejarah dan kajian empiris membuktikan bahwa dinamika geoekonomi dan geopolitik global berpengaruh kuat terhadap kondisi ekonomi dan politik suatu negara. Ketegangan Amerika Serikat dan Tiongkok di Laut Cina Selatan serta perang dagang antara kedua negara, konflik berkelanjutan di Timur Tengah, ketegangan politik Amerika Serikat dan Rusi a, isu climate change, sampai dengan merebaknya Covid-19 di berbagai belahan dunia dan ketidakberimbangan distribusi vaksin, merupakan contoh berbagai dinamika geoekonomi dan geopolitik. Bank Indonesia menyadari bahwa berbagai dinamika tersebut, secara langsung maupun tidak langsung, berpengaruh terhadap perekonomian dan politik di domestik. Untuk itu, pemahaman yang utuh dan mendalam mengenai dinamika geoekonomi dan geopolitik global sangat dibutuhkan, khususnya bagi para pengambil kebijakan publik, termasuk di bank sentral.
More Related Content
Similar to Understanding the Evaluation Context and Program Theory of Change 理解评价背景和项目变革理论
This annotated compendium of evaluation planning guides can help you understand the basics of conducting an evaluation; learn how to create a logic model and indicators; understand evaluation terminology; develop performance management metrics; and evaluate your research, knowledge translation and commercialization activities, outputs and outcomes.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Grant professionals often face the task of writing the evaluation section of a grant proposal, designing an evaluation plan, or even conducting an in-house evaluation - what are the basic how-to's, from a grant professional's perspective? Download for extensive notes, including sample bid criteria, scope of services, and solutions to the most common evaluation problems!
Running Head PROJECT 1PROJECT 6PROJECTI.docxjeanettehully
Running Head: PROJECT 1
PROJECT 6
PROJECT
Institution Affiliation
Student Name
Date
Introduction
Companies vary in the way in which they identify projects. The process of identifying a project can be performed by the top-level management, such as the Chief Executive Officer. A committee composed of the manager and other interested parties. The user department, senior information system manager, and the development group can decide on which project to submit. Each identification technique has its strengths as well as weaknesses. For instance, it protects that are identified by the top management have a strategic management focus. Projects that are identified by departments have a tactic focus.
Project cost, complexity, risk as well as duration influence the individuals who identify a project. Most of the project sources are identified by the steering committee as well as the top-level management. Most of the projects reflect on the broad needs of the organization. This group has a better understanding of the goals and objectives of the organization. Projects that are identified by the functional major, information system development group, and business unit are often designed for a particular business need. Moreover, it may not reflect the overall objective of the business. There are also not considered as broad organizational issues.
Projects that are identified by business units, development groups, and managers are known as bottom-up sources. It is essential to provide support to people who are carrying out this type of project. The top-level management should also be involved in the early life cycle of the project. Managers should be aware of the information needs and the reasons for carrying out the project. This description is essential, especially when selecting the project that will be approved to move into the project initiation and planning phase. Projects can be identified by both bottom-up and top and down. The procedure of identifying and selecting a project is different depending on the organization due to the limited resources.
It is essential to identify the advantage and disadvantages of the project. Project classifying, identification is ranking of the project can be performed by the top-level management, information system group, business unit, or the steering committee. The method that is used to access the merits of a particular project can vary based on the size of the company. In any given company, one or several methods can be used during the ranking or classification process. For instance, a company may use a committee, (Kaiser, et al., 2015). They can choose to meet every month or quarterly in order to discuss the progress of the project and areas that need to be improved. During the meeting, new project requests are reviewed related to the project that has already been identified. In addition, ongoing projects are also monitored.
In the project identification and selection, the final phase i ...
16Risk Management Methods of Risk IdentificEttaBenton28
1
6
Risk Management
Methods of Risk Identification
One of the most critical and necessary elements in the risk assessment process is identifying risk. If any phase in the risk management process fails to identify a specific threat, all other steps will be skipped for that risk. Project risks can be identified by using the following methods.
Brainstorming involves bringing a group of people together to reflect and explore a subject and generate solutions (Shi et al., 2022).Brainstorming allows team members involved in the organization's daily running to identify potential threats at various sections of the organization. For instance, in the office relocation project, all project team was involved through meetings to help identify and classify risks into financial and technical risks.
Stakeholder’s interviews and analysis: Stakeholders are interested in the project; thus, interviewing them allows the project team to grasp better what they perceive as the main risks. They see danger from an investor's standpoint rather than an employee or the project manager. This point of view might assist you in determining what affects your shareholders and how to manage them (Shi et al., 2022). Engagement with the project shareholders such as customers, employees, and suppliers helped identify and group risks based on their potential impact on the project.
Root cause analysis: A root cause analysis entails looking into prior project hazards and how they connect and the current project. Financial difficulties, old equipment, or low-quality materials can contribute to. Finding the core cause can help the team identify and avoid typical project or business difficulties, resulting in increased project efficiency. This process involved reviewing similar projects that have been done before. The information gathered was vital in understanding the potential perils.
Requirement review: A requirements review examines a project's financial workforce, material, requirements, allowing the team to study requirements more frequently and immediately identify potential problems. For instance, if the project's financial needs are very high and the firm's economic powers are low, this may result in financial risk. Therefore the firm can plan on how to get additional funding. The project's budget requirements review was an important way of identifying the risk throughout the project development.
Methods Used For Monitoring Risks
Risk monitoring is the practice of tracking and evaluating the severity and the level of risks in an organization. This process is critical; as such, it should be done skillfully to assess the potential impacts of the identified risks (Romanak & Dixon, 2021). The following methods are essential in this process.
Trend and variance analysis: Trend and variance analysis involve paying closer attention to the movement in the budget and actual costs or changes in the market environment. If the investigation shows an increasing trend in the pro ...
Thorny Issues of Stakeholder Identification and Prioritization in Requirement...IOSR Journals
Abstract: Identifying the stakeholder in requirement engineering process is one of the critical issues. It
performs a remarkable part for successful project completion. The software project largely depends on several
stakeholders. Stakeholder identification and prioritization is still a challenging part in the software development
life cycle. Most of the time, the stakeholders are treated with less importance during the software deployment.
Additionally, there is a lack of attempt to think about the right project stakeholder by the development team. In
maximum cases, the stakeholder identification technique is performed incorrectly and there is a lack of attempt
to mark out them with priority. Besides, there are so many limitations on the existing processes which are used
for identifying stakeholders and setting their priority. These limitations pose a negative impact on the
development of software project, which should be pointed out by giving deep concern on it. We are aiming to
focus on this typical fact, so that we can figure out the actual problem and current work on identifying
stakeholders and setting their priority.
Keywords: Stakeholders, Stakeholder Identification, Stakeholder Selection, Stakeholder
Prioritization, Stakeholder Value, Software Development
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Understanding Issues Driving Development Evaluation 了解推动发展评价的问题Dadang Solihin
Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 9, 2008
Program Evaluation Studies TK Logan and David Royse .docxstilliegeorgiana
Program Evaluation
Studies
TK Logan and David Royse
A
variety of programs have been developed to address social problems such
as drug addiction, homelessness, child abuse, domestic violence, illiteracy,
and poverty. The goals of these programs may include directly addressing
the problem origin or moderating the effects of these problems on indi-
viduals, families, and communities. Sometimes programs are developed
to prevent something from happening such as drug use, sexual assault, or crime.
These kinds of problems and programs to help people are often what allracts many
social workers to the profession; we want to be part of the mechanism through which
society provides assistance to those most in need. Despite low wages, bureaucratic red
tape, and routinely uncooperative clients, we tirelessly provide services tha t are invaluable
but also at various Limes may be or become insufficient or inappropriate. But without
conducting eva luation, we do not know whether our programs are helping or hurting,
that is, whether they only postpone the hunt for real solutions or truly construct new
futures for our clients. This chapter provides an overview of program evaluation in gen -
eral and outlines the primary considerations in designing program evaluations.
Evaluation can be done informally or formally. We are constantly, as consumers, infor-
mally evaluating products, services, and in formation. For example, we may choose not to
return to a store or an agency again if we did not evaluate the experience as pleasant.
Similarl y, we may mentally take note of unsolicited comments or anecdotes from clients and
draw conclusions about a program. Anecdotal and informal approaches such as these gen-
erally are not regarded as carrying scientific credibility. One reason is that decision biases
play a role in our "informal" evaluation. Specifically, vivid memories or strongly negative or
positive anecdotes will be overrepresented in our summaries of how things are evaluated.
This is why objective data are necessary to truly understand what is or is not working.
By contrast, formal evaluations systematically examine data from and about programs
and their outcomes so that better decisions can be made about the interventions designed
to address the related social problem. Thus, program evaluation involves the usc of social
research meLhodologies to appraise and improve the ways in which human services, poli-
ci~s, and programs are co nducted. Formal eva l.uation, by its very nature, is applied research.
Formal program evaluations attempt to answer the following general ques tion: Does
the p rogram work? Program evaluation may also address questions such as the following:
Do our clients get better? How does our success rate compare to those of other programs
or agencies? Can the same level of success be obtained through less expensive means?
221
222 PART II • QUANTITATIVE A PPROACHES: TYPES OF STUD IES
What is the expe ...
OL 326 Milestone Two Guidelines and Rubric The final p.docxcherishwinsland
OL 326 Milestone Two Guidelines and Rubric
The final project for this course is the creation of a case study analysis and strategy proposal. In Milestone Two, submit Section II: Analysis of Social
Responsibility and Section III: Ethical Decision-Making of the final project.
The purpose of this project is to analyze and critique an organization based on what is expected within a corporate strategy in regard to social responsibility.
Prompt: Submit Sections II and III of the final project, which are the analysis of social responsibility and ethical decision making.
Specifically, the following critical elements must be addressed:
II. Analysis of Social Responsibility. In this part of the project, you will begin your analysis of the case study, examining how the strategy plan of the
organization in the case study considers social responsibility.
a) Analyze the organization’s strategy plan for compliance with the current acceptable standards or norms relative to social responsibility today.
b) Analyze the organization’s strategy plan for any gaps in social responsibility that might be potential risks to internal and external stakeholders.
c) Predict the potential positive and negative impacts to internal and external stakeholders regarding social responsibility that would result from
the strategy plan. In other words, what might happen to the employees and/or people involved in the company regarding social responsibility
from this strategy plan? You could consider both the present and future impacts.
d) Critique the evolution of strategy planning related to social responsibility within the organization. In other words, what may have influenced the
evolution of strategy planning related to social responsibility unique to this organization?
e) Explain how this organization is or is not consistent with regard to social responsibility when compared within its own industry and when
compared to outside industries. Be sure to justify your response.
III. Ethical Decision-Making. In this part of the project, you will continue your analysis of the case study, examining how the strategy plan of the organization
considers ethics in decision-making processes.
a) Analyze the organization’s strategy plan for decision-making processes that it employs. In other words, based on the strategy plan, how does the
organization make decisions?
b) Explain how aspects of ethics were considered in the decision-making processes of the organization. In other words, what were the ethical
considerations related to social responsibility in the decisions made by the organization? You could consider the connection between ethics and
organizational decision making and how ethics influence those decisions.
c) Analyze the organization’s strategy plan for any gaps in the decision-making process that could be considered potential risks to internal and
external stakeholders.
Rubric
Guidelines for Submission: Your paper must.
Permohonan Pembatalan Keputusan Komisi Pemilihan Umum No. 360 Tahun 2024.pdfDadang Solihin
Tentang Penetapan Hasil Pemilihan Umum Presiden dan Wakil Presiden, Anggota Dewan Perwakilan Rakyat, Dewan Perwakilan Daerah, Dewan Perwakilan Rakyat Daerah Provinsi, dan Dewan Perwakilan Rakyat Daerah Kabupaten/Kota Secara Nasional dalam Pemilihan Umum Tahun 2024 tertanggal 20 Maret 2024
Marty M. Natalegawa, 2021, Geopolitik dan Perekonomian Indonesia Dampak dan R...Dadang Solihin
Sejarah dan kajian empiris membuktikan bahwa dinamika geoekonomi dan geopolitik global berpengaruh kuat terhadap kondisi ekonomi dan politik suatu negara. Ketegangan Amerika Serikat dan Tiongkok di Laut Cina Selatan serta perang dagang antara kedua negara, konflik berkelanjutan di Timur Tengah, ketegangan politik Amerika Serikat dan Rusi a, isu climate change, sampai dengan merebaknya Covid-19 di berbagai belahan dunia dan ketidakberimbangan distribusi vaksin, merupakan contoh berbagai dinamika geoekonomi dan geopolitik. Bank Indonesia menyadari bahwa berbagai dinamika tersebut, secara langsung maupun tidak langsung, berpengaruh terhadap perekonomian dan politik di domestik. Untuk itu, pemahaman yang utuh dan mendalam mengenai dinamika geoekonomi dan geopolitik global sangat dibutuhkan, khususnya bagi para pengambil kebijakan publik, termasuk di bank sentral.
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This extensively revised edition of the authors' successful textbook Governance, Administration and Development updates its framework and analysis in light of the changed context of the twenty-first century. It continues to provide a comprehensive introduction to public policy and management in developing countries and transitional economies while also taking account of changes in the theory and practice of development management since the first edition. The authors emphasize the role of the state within development, paying careful attention to contemporary approaches and to changing attitudes towards the state. This involves examining the nature of the policy process, civil service reform, planning and decentralization, as well as showing the changing nature of the state's involvement in promoting economic development and its engagement with civil society.
Catatan Harian Ahmad Wahib - Pergolakan Pemikiran Islam disertai Komentar Pro...Dadang Solihin
Ahmad Wahib meninggal dalam usia yang masih muda. Sebuah sepeda motor dengan kecepatan tinggi telah menabraknya dipersimpangan jalan Senen Raya-Kalilio. Peristiwa itu terjadi tanggal 31 Maret malam tahun 1973. Ketika itu Wahib baru saja keluar dari kantor Majalah Tempo, tempat ia bekerja sebagai calon reporter.
Ben Bland - Man of Contradictions Joko Widodo and the struggle to remake Indo...Dadang Solihin
Man of Contradictions, the first English-language biography of Jokowi, argues that the president embodies the fundamental contradictions of modern Indonesia. He is caught between democracy and authoritarianism, openness and protectionism, Islam and pluralism. Jokowi’s incredible story shows what is possible in Indonesia – and it also shows the limits.
Saat-Saat Terakhir di Universitas Darma Persada - Darma Persada Daigaku de no...Dadang Solihin
Jakarta, 10 Desember 2018
Kronologis suatu proses pertumbuhan Perguruan Tinggi Swasta Universitas Darma Persada yang dalam jangka pendek ternyata bisa dipacu untuk melejit mengangkasa, namun dalam perjalanannya justru dihalang-halangi untuk maju dan mendapat hambatan yang keras dari yayasan sebagai badan penyelenggaranya, sehingga dikhawatirkan akan jatuh tersungkur berkeping-keping.
Wisuda Universitas Darma Persada Program Magister, Sarjana, & Diploma di Bala...Dadang Solihin
Jakarta, 27 September 2018
Pada hari yang penuh kegembiraan ini, Unsada menggelar Wisuda ke-28 di Balai Sudirman Jl. Dr. Saharjo, Tebet, Jakarta Selatan. Untuk Wisuda kali ini, Unsada meluluskan 598 Wisudawan yang terdiri dari Sastra Jepang S1 sebanyak 164 Wisudawan, Sastra Cina S1 sebanyak 30 Wisudawan, Sastra Inggris S1 sebanyak 57 Wisudawan, Bahasa Jepang D3 sebanyak 14 Wisudawan, Bahasa Inggris D3 sebanyak 8 Wisudawan, Teknik Elektro S1 sebanyak 11 Wisudawan, Teknik Industri S1 sebanyak 15 Wisudawan, Teknik Informatika S1 sebanyak 52 Wisudawan, Sistem Informasi S1 sebanyak 32 Wisudawan, Teknik Mesin S1 sebanyak 35 Wisudawan, Teknik Perkapalan S1 sebanyak 8 Wisudawan, Teknik Sistem Perkapalan S1 sebanyak 4 Wisudawan, Manajemen S1 sebanyak 96 Wisudawan, Akuntansi S1 sebanyak 65 Wisudawan, dan Energi Terbarukan S2 sebanyak 7 Wisudawan.
Status Kepemilikan Kampus UNSADA Pondok Kelapa Jakarta TimurDadang Solihin
Jakarta, 28 September 2018
Untuk mengingatkan kita semua bahwa status tanah kampus Unsada sampai saat ini masih dimiliki oleh pihak lain, yaitu PT. Danayasa Arthatama Tbk (PTDA). Oleh karena itu, seluruh jajaran kampus Unsada supaya memiliki pemahaman yang sama tentang masalah yang tidak boleh dianggap enteng ini yang kelak di kemudian hari tidak menutup kemungkinan akan menimbulkan mala petaka.
Who Dares Wins - Kill or Be Killed, Reaksi Rektor UNSADA terhadap Review Tim ...Dadang Solihin
Jakarta, 27 September 2017
Belum genap dua tahun menjabat sebagai Rektor Unsada, pada tanggal 31 Mei 2017 Yayasan Melati Sakura sudah mengeluarkan review/evaluasi kinerja Rektor yang dikenal sebagai Review Tim Tiga. Bahkan sudah disiapkan calon pengganti Rektor, yaitu Sdr. Agus Salim Dasuki.
The President Can Do No Wrong, Pilpres 2024 dan Cawe-Cawe P JKWDadang Solihin
SBY: Saya ikut tertarik untuk bicara soal “cawe-cawenya Pak Jokowi” dalam Pemilihan Presiden Tahun 2024. Nampaknya masyarakat kita terbelah memaknai istilah cawe-cawe.
Evaluasi Rencana Pembangunan Daerah -Penyelarasan RPJPN-RPJDDadang Solihin
Capacity Building DPRD Provinsi Lampung di Holiday Inn Gajah Mada-Jakarta, 27 Februari 2024
- Apa Itu RPJPD dan RPJMD?
- Apa Itu Pembangunan?
- Visi Indonesia Emas 2045
- 5 Sasaran Visi Indonesia 2025-2045
- 8 Misi Pembangunan
- 17 Arah Pembangunan
- 45 Indikator Utama Pembangunan
- Penyusunan RPJPD 2025-2045
- Evaluasi Penyelarasan RPJPD dengan RPJPN 2025-2045
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
ROYAL ENFIELD OWNER MANUAL Thunderbird 500Dadang Solihin
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
ROYAL ENFIELD OWNER MANUAL Interceptor 650Dadang Solihin
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
ROYAL ENFIELD OWNER MANUAL Himalayan BS IVDadang Solihin
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
ROYAL ENFIELD CRUSADER 250 Instruction BookDadang Solihin
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
Royal Enfield is an Indian motorcycle company with British roots. She produces models of old motorcycles, which were very popular at the time, but, despite this, are in demand now. Motorcycles of this brand are also called "time machines".
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Understanding the Evaluation Context and Program Theory of Change 理解评价背景和项目变革理论
1. Understanding the Evaluation Context and Program Theory of Change 理解评价背景和项目变革理论 Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center 200 Panlong Road-Shanghai, October 10, 2008 Linda Morra-Imas
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15. Checklist of Stakeholder Roles 利益相关者职能列表 Individuals, groups, or agencies 个人、团体或机构 To make policy 制定政策 To make operational decisions 制定经营决策 To provide input to evaluation 为评价提供资金 To react 作出反馈 For interest only 只为获取利益 Developer of program 计划开发者 Funder of program 计划资助者 Boards/agencies 委员会 / 机构 etc. 其他
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18. Stakeholder Analysis “How To” 利益相关者分析方法 Stakeholder 利益相关者 Stakeholder Interest(s) in the Project 利益相关者在该项目中的利益 Assessment of Impact 影响评价 a) evaluation on stakeholder b) evaluation on stakeholder Potential Strategies for Obtaining Support or Reducing Obstacles 赢得支持、减少障碍的可能策略
19. Program Stages and the Broad Evaluation Question 计划各阶段与主要评价问题 Stage of program development 计划发展阶段 Evaluation question to be asked 提出的评价问题 Assessment of social problem and needs 对社会问题和需求的评价 To what extent are community needs and standards met? 社区的需求和生活水准能够得到多大程度的满足? Determination of goals 目标的确定 What must be done to meet those needs and standards? 必须采取什么措施来满足这些需求和标准? Design of program alternatives 计划备选方案的设计 What services could be used to produce the desired changes? 提供哪些服务可以产生预期的变化? Selection of alternative 备选方案的选择 Which of the possible program approaches is best? 最佳的计划实施途径是什么? Program implementation 计划实施 How should the program be put into operation? 如何将计划付诸实施? Program operation 计划运行 Is the program operating as planned? 计划是否按照既定方案运行? Program outcomes/effects/impact 计划成果 / 效果 / 影响 Is the program having the desired effects? 计划是否产生了预期的效果? Program efficiency 计划的效率 Are the program effects attainted at a reasonable cost? 为取得计划效果所花费的成本是否合理?
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25. Potential Influences on Program Results 对于计划结果的可能影响 www.dadangsolihin.com Inputs 投入 Activities 活动 Outputs 产出 Outcomes 成果 Impacts 影响 Black Box 黑箱 Political Environment (Governance, etc.) 政治环境(治理,等) Public Attitudes 公众态度 Environment 环境 Aid Players 援助参与者 Macro-economic Picture 宏观经济形势 Policy Context 政策背景
35. Theory of Change Template 变革理论模版 IPDET www.dadangsolihin.com Strategies 战略 Assumptions 假设 Influential Factors 有影响力的因素 Problem or Issue 问题 Community Needs/Assets 社区需求 / 资产 Desired Results (outputs, outcomes, and impact) 期望结果(产出,成果,影响) 1 2 3 4 5 6 Source: WK Kellogg Foundation, 2004
36. Simple Theory of Change Model 简单逻辑模型 By training 通过培训 www.dadangsolihin.com Training 培训 High Quality Evaluations 高质量的评价 Useful Information 有用的信息 Better Decisions 更好的决策 We should get better decisions 我们将获得更好的结果
37. Theory of Change with Assumptions 变革理论及其假设 www.dadangsolihin.com Resources given to follow what they learned 足够的资源 Training 培训 High Quality Evaluations 高质的培新 Useful Information 无用的信息 Better Decisions 更好的决定 Needs of trainees met 培训者的需求得到满足 Report writing skills adequate to communicate with government 报告写作技巧足够同政府交流 Enough time to learn 足够的时间来学习
38. Example of Program Theory Model 计划理论模型示例 Visits by teachers to students’ homes 老师对学生进行家访 www.dadangsolihin.com Sharing of views by parent and teacher 家长和老师交流各自的观点 Teachers’ understanding of the home culture 老师了解学生家庭文化 Teachers’ sympathy with children and their view of the world 老师体谅学生及其世界观 Teaching in terms comfortable and understandable to students 以轻松、易接受的方式教育学生 Student moral 学生道德 Achievement in reading 阅读方面的成绩 Parents’ knowledge of school’s expectations for students 家长了解学校对学生的期望 Parental support and encouragement with child’s homework and school assignments 家长支持并鼓励学生完成家庭作业及学校分配的任务 Conscientiousness of work by students 学生的工作责任心 Identification of special problems that retard student’s achievement ( health, emotional, etc.) 发现影响学生表现(健康、情绪等)的特殊问题 Parents’ knowledge of school’s expectations for students 家长了解学校对学生的期望 Student’s receipt of special help 学生接受特殊帮助 Improvement of condition (health, emotional) 状态(健康、情绪)的改善 Parental support for better attendance at school 家长支持学生保持高出勤率 Student attendance 学生出勤
39. Example Basic Model Theory of Change (Research Grant Proposal) 变革理论的基本模型举例 www.dadangsolihin.com Selection Criteria 选择标准 Selecting Applicants 选择申请者 Enhanced Selection Process 提升的选择过程 Improved Research Quality 提升了的研究质量 Increased Use of Research Findings 研究发现的利用 Activities 活动 Outputs 产出 Immediate Results 立即的结果 Intermediate Results 暂时的结果 Final Results 最终的结果
40. Flow Chart of Classic Logic Model 经典逻辑模型流程图 活动 产出 近期结果 中期结果 最终结果 www.dadangsolihin.com
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42. Results Chain 结果链 www.dadangsolihin.com Inputs (Resources) 投入(资源) Activities 活动 Outputs 产出 Short-Term Results (Direct) 短期结果(直接) Intermediate Results (Indirect) 中间结果(间接) Long Term Result 长远结果 Area of Control Internal to the Organization 对于组织的内部控制领域 Outputs Reach Direct Beneficiaries 产出直接联系到受益人 Area of Influence External to the Organization 外部对于组织的影响 External Factors 外部因素
44. www.dadangsolihin.com Impact nutrition, health, and clothing 对营养、健康和着装有影响 Women have limited access to economic opportunities due to lack of access to credit and other productive resources and to social control 由于缺少获得信贷和其它生产资源的机会,以及社会控制的原因,妇女很难获得经济机会 Project offers credit, technical assistance and group information 计划能够提供信贷、技术援助和大量信息 Women create business 妇女创办企业 Generate profits 盈利 Profits re-invested 利润再投资 Short-term improvement in household welfare 家庭福利的短期改善 Permanent improvement in household welfare 家庭福利的永久改善 Improved housing 居住条件得以改善 Improved education for girls 女孩的教育条件得到改善 Economic improvements 经济状况改善 Business sustained 企业持续发展
45. Example of Program Outcome Model 计划成效模型示例 www.dadangsolihin.com Resources 资源 ▪ Money 资金 ▪ Staff 人员 ▪ Volunteers 志愿者 ▪ Supplies 物料供应 • Eligible participants 合格的参与者 Services 服务 ▪ Training 培训 ▪ Education 教育 ▪ Counselling 咨询服务 Products 产品 ▪ Total # of classes 班级总数 ▪ Hours of service 服务时间(小时) ▪ Number of participants completing course 完成课程的参加者人数 Benefits 效益 ▪ New knowledge 新知识 ▪ Increased skills 技能提升 ▪ Changed attitudes 态度改变 ▪ New employment opportunities 新的就业机会 Changes 改变 ▪ Trainers earn more over five years than those not receiving training 培训者在 5 年内比那些没有接受培训的人挣得更多 ▪ Trainees have higher standard of living than the control group 接受培训的人的生活水平高于控制组 Inputs 投入 Activities 活动 Outputs 产出 Impacts 影响 Outcomes 成效
48. IPDET www.dadangsolihin.com GOAL (general objective) Improve the economic and social welfare of women and their families INDICATORS Improvements in family income in x% of participating families Improvements in measures of health status, nutritional status, and educational participation VERIFICATION Household surveys of the economic, social, and health condition of all family members PURPOSE (specific objective) Provide women with opportunities to earn and learn while their children are cared for in home day care centers INDICATORS day care homes functioning, providing accessible, affordable care of adequate quality during working hours and thus allowing shifts in women's employment and education activities VERIFICATION From surveys: changes in women's employment and education and their evaluations of the care provided Evaluations of quality of care provided based on observation ASSUMPTIONS Other family members maintain or improve their employment and earnings Economic conditions remain stable or improve OUTPUTS Trained caregivers, supervisors, and directors Day care homes upgraded and operating Materials developed Administrative system in place MIS in place INDICATORS caregivers trained homes upgraded and operating materials created and distributed a functioning MIS VERIFICATION Data from MIS on trainees, homes, and materials Evaluations of trainees after initial training and during course of continuous training ASSUMPTIONS Family conditions allow home day care mothers to carry through on their agreements to provide care ACTIVITIES Select caregivers and supervisors and provide initial training Upgrade homes Develop materials Develop administrative system Deliver home day care Provide continuous training and supervision Develop monitoring and evaluation system RESOURCES Budget Technology Human resources VERIFICATION Plan of action, budgets, and accounting records Studies showing that the chosen model and curriculum work Evaluations to see that the activities were not only carried out but done well Survey o