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Saturday, January 11, 2020

CIPP Model to Evaluate Educational Administration, Management| Evaluation | Educational Leadership and Management Course Code 8605


Q.5 CIPP is considered as a comprehensive model for evaluation. How CIPP  model can be used to evaluate educational administration/management.



Topic:  | CIPP Model Evaluate Educational Administration, Management Q. CIPP is considered as a comprehensive model for evaluation.
Course: Educational Leadership and Management | 
Course Code 8605
Bachlors/Masters/M.Phil/MS  in Education
Allama Iqbal Open University
BEd Solved Assignment Course Code 8605| AIOU | 1.5 Year | 2.5 Year | 4 Year
Part . 2


Answer:


CIPP was developed by the Phi Delta Kappa Committee on Evaluation in 1971 (Smith, 1980). Stufflebeam (1971a)  describes  evaluation  according  to  the  CIPP  model  as  a “process  of delineating, obtaining and providing useful information for judging decision alternatives” (p.267). In other words, CIPP is based on providing information for decisions (Stufflebeam, 1971b).  Moreover,  Boulmetis  and  Dutwin (2005)  named  the  CIPP  model  as  the  best decisionmaking model.

Use of CIPP model in making evaluation:


Extracting actionable results from a project's results can be challenging. The CIPP models considers four factors in evaluation -- Context, Input, Process, Product -- from which it derives its name. Daniel Stufflebeam created the CIPP model in 1966 to evaluate federally funded projects and it has grown into a general evaluation method across all industries. The goal of CIPP analysis is to use the observable information about context, input and product to evaluate the efficiency of your process.

1.         Evaluate the Context in which the project was executed. Consider the effects of other projects and the budget in your division, changes within your company as a whole, the overall health of the industry as well as the national and global economy, to the extent that they may be relevant to your project's results. A new marketing strategy may be very effective but show poor results if the industry is in decline or consumer spending is down during a recession.

2.         Evaluate the Inputs to the project. Take a second look at the information you used and the assumptions you made when planning the project. Your process could be very effective but the project may have been planned with flawed or incomplete information. Also look at the raw materials put into the project, including both commodities and human capital. Evaluate whether the team that executed the project had the expertise needed to make the project succeed.

3.         Evaluate the Product, or the results, of your project. A project is not simply a success or a failure. Evaluate customer feedback on the product or service. Determine whether or not the actual product met design specifications. Compare the actual to the estimated and budgeted costs.

4.         Determine what the information from Context, Input and Product tells you about how you can improve your process. The Process component of CISS includes  identifying problems in your analysis of context, input and product and following them to the source.




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