Managers’ involvement in evaluation and tacit knowledge
In program assessment, managers can be involved in the exercise as unit directors with aid from the program’s personnel and an external specialist. It is a satisfactory decision if there is a feeling that the workforce available is sufficient to carry out the assessment. However, they require specialized backing, making an evaluation expert vital. The professional will be helpful in developing an assessment model, analyzing information and choosing proper data collection tools. Also, the specialist may develop an appropriate assessment schedule that will enable managers to answer the relevant queries (McDavid, Huse, & Hawthorn, 2013). The specialist can also lead the team with support from alternative departmental personnel in a bid to eliminate external professionals, thus, reducing labor cost. However, it may consume more time as compared to outsourcing an external expert.
Tacit knowledge is defined as a broadly established acquaintance on a professional background that at times is hard to interpret. It differs greatly from public comprehension; given that it cannot be expressed through wording. Precisely, it must be guided by demonstrative aspects. It is well comprehended through action, rather than verbally. Tacit knowledge is incorporated with oneself after lengthy period in a specific area (McDavid, Huse, & Hawthorn, 2013). It is confined to a knowledgeable individual and requires a profession to handle particular tasks. In comparison with public knowledge, tacit acquaintance is regarded as the greatest breakthrough to success in institutions, hence, the most beneficial. In light to this, its inadequacy can decrease the innovative potential and continued competition.
References
McDavid, J., Huse, I., & Hawthorn, L. (2013). Program Evaluation and Performance: An Introduction to Practice. Sage.
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