Dimensions of Evaluation.pptVIP

Dimensions of Evaluation Robert M. Hayes 2006 Introduction I ask you to recall the earlier discussion of “Utilities” and “Social Choice” and, in particular, my comments on the issue of “transitivity” in evaluations of utility. In doing so, I identified the role of what I called “dimensions” in such evaluations with specific focus on their effects on transitivity. In this presentation, I want to examine more thoroughly that role and illustrate it in a rather broad array of contexts, extending beyond libraries but including them. In doing so, my objective is not to force you to deal with those broader contexts (unless, of course, you wish to do so in your own curiosity) but so that you can see that the issues in evaluation of libraries are generic ones. Among the dimensions are those that we tend to view as related to “benefits” or, in some contexts, “effectiveness”. In sharp contrast are the dimensions that we tend to identify as related to “costs”. In many contexts of evaluation, these two sets of dimensions are combined into a measure called “cost/benefit” or “cost/effectiveness”. The Contexts The contexts that I will briefly discuss in this presentation are: Strategic Management using the Balanced Scorecard Approach In Business, In Non-Profit Organizations, In Government, and In Libraries Political Decision-Making Key Indicators Contingent Valuation Data Envelopment Analysis Cost and Effective Factors Implied Weights for Maximization Resulting Comparative Rankings The Balanced Scorecard Approach The Balanced Scorecard (BSC) is an approach to evaluation in management and especially in strategic management for organizations of every kind, including libraries. The name refers to the need to balance the purely financial emphasis that most businesses use in their decision-making with a variety of other perspectives, typically arriving at the following: The Financial Perspective The Customer Perspective The Internal Process Perspective The Employee Perspective The L