Measuring progress is a vital step in any process. When the progress of a program is measurable, the chances of failure are reduced (Eckersley, 1998). It is therefore important that every important project is initiated with a method of assessing development in mind. This paper analyzes the methods of assessing the development of a program pursuing the increases in the minimum wages of employees which is being done by the Restaurant Opportunities Center.
The first method that can be employed in this case is by the use of number of registrations the organization gets. If the organization is doing well, then it is likely to perform well. On the other hand, an organization is likely to lose members if it does not deliver. This then implies that the organization should keep track of its numbers at all times. This practice plays a special role in the company when the company makes alterations in its structures. With the numbers, the number of new registrations implies the project is doing well while deregistrations imply the company is not delivering. In this case, if the New Restaurant Owners Association succeeds in pushing for pay hikes, then it is likely to see new registrations.
Secondly, the organization should be in a position to get memberships from more and more companies. If the company gets a big following from one company and sails in others, then the organization may not be representative (Levin, 2011). Such a situation may, however, arise if some company favors some groups to others. In essence, the organization is wiser to analyze its leadership system to eliminate error.
the organization should measure its progress in its key programs. The company
should determine if has been effective in meeting its obligations. Obligations
in this case include convening and attending meetings and other events, suing
companies that do not meet minimum wage requirements. If the company determines
that it has been doing well in each of these areas, then progress is evident.
Eckersley, R. (1998). Measuring Progress: Is life getting better?.
Levin, G. (2011). Program management. Project Management Journal, n/a-n/a. doi:10.1002/pmj.20233
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