Evaluating Planned Organizational Change

achieve action research administrators Alkin alternative analysis Anderson and Ball approach appropriate argued assessing assumptions behaviour Beverly Hills causal change process Chapter choice client concern considered context control group covert functions crises crisis Cronbach decision decision-makers dependent variables discussed effects environment epistemological ethical codes evaluation design evaluation findings evaluation functions evaluation research evaluation study evaluative criteria evaluator's example existing experience experimental goals Guba and Lincoln Hage Hawthorne effects hence hypotheses identified impact implementation implications individuals innovation interaction interest internal validity interpretive design interpretive evaluation intervening variables involved issues managers measurement methodological methods normative objective ontological organization organizational change organizational development outcomes participants Patton perspective planned change policy-makers political position positivism positivistic designs potential users practice problem professional programme's qualitative questions radical rational reality relationships relevant requirements research design role selection serve social change programmes stakeholders strategies suggest symbolic interactionism theory utilization values Weiss