Organisational evaluation : a complementarist approach
This thesis is about a complementarist approach to organisational evaluation. It is argued that as each of the popular models in organisational evaluation theory have different strengths and weaknesses, they all have some validity and, taken together, represent a complementary set. The thesis will be divided into three parts. In the first part, the principles underlying the dominant models in organisational theory will be discussed and the implications for evaluation practice drawn out. Following this, as a test of the hypothesis that a form of evaluation may be derived from any grounded model of the organisation, suggestions for a form of evaluation from a cultural perspective will be made. The second part will be dedicated to testing the practical feasibility of different models of evaluation. Discussion will be made of the project between the National Association of Councils for Voluntary Service and the Department of Management Systems and Sciences, University of Hull (funded by the Leverhulme Trust). The final part, having established the theoretical and practical validity of several models of organisational evaluation, will address the implications of a complementarist approach. Given that complementarism is based upon the existence of multiple methods, there is the danger that it may be interpreted as an 'anything goes' approach. In order that this be avoided, a model of good practice and an appropriate meta-methodology for evaluation will be suggested. Finally, the limitations and achievements of the project and the thesis will be reflected upon, and areas of future work proposed.