Chapter 1
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An organization’s responsibility to carry out M&E functions can be defined as its obligation to perform assigned functions (Robbins and Decenzo, 2001). If an organization has been given the mandate and authority to perform specific M&E functions, then it is the organization’s responsibility to ensure that it is able to execute its M&E functions. Evidence that an organization is executing its M&E responsibilities (or is preparing to do so), could include: M&E posts created and filled, relevant and specific M&E functions included in the job descriptions of M&E staff, and M&E functions being completed (and, thus, the M&E system becoming or remaining functional).
Organizational culture: One of the most important building blocks for a highly successful organization and workplace is organizational culture. We define organizational culture as the set of shared beliefs, assumptions, and values that operate in organizations. Organizational culture has been described as “...how people behave when no one is looking.”
3. Results to Be Achieved When Implementing this Component Long-term result: The staff in the organization are clear on the organization’s overall goals and the strategies it has chosen to achieve its goals, understand the role of M&E in helping the organization meet its goals, are motivated to fulfil their M&E responsibilities, and are able to execute their M&E responsibilities without hindrance. Short- and medium-term results: • • • • •
Clear and relevant job descriptions for M&E staff Adequate number of skilled M&E staff Effective leadership for M&E and commitment to ensuring M&E system performance Incentives for individuals to be involved in ensuring M&E system performance Defined career path in M&E for M&E professionals For reflection 1: Reflect on the organizational goals and strategy of your organization. Is there a codified role for M&E and is the M&E structure easily found on the overall organization’s organogram? Does your organization have M&E functions? Are M&E functions executed? Are M&E formally assigned to one or more posts or units in the organization? How many of the short- and medium-term results listed here are visible in your organization?
Structure and Organizational Alignment for Monitoring and Evaluation Systems
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