WHAT IS ORGANIZATIONAL Organizational

ASSESSMENT?
Assessment
Organizational Assessment is a systematic examination of the
various aspects of an organization for the purposes of
determining present performance levels and planning for future
Team
improvements.
OA is a helpful tool because it allows us to examine indicators of
organizational effectiveness to provide diagnostic information
for planning necessary changes. We can use OA to monitor
progress towards goals and offer opportunities for input and
feedback from everyone involved. OA sends a message to
stakeholders about what is important to us and it helps
stimulate expectations for where we plan to take the
organization.

WHY IS IT IMPORTANT?
The purpose in using OA is to identify areas of concern for our
organization, align efforts with Stakeholder’s expectations, identify
impacts of various events, and it allows us to monitor the impacts of
our efforts to change. OA is necessary for Organizations to discover
what underlying issues are present
in an organization and
guide efforts for
improvement. Without OA,
organizations might
undertake projects that
negatively impact the
organization or ones that
do not align with our
Created by,
company’s values.
Additionally, OA allows us Stephen Patton
to add a communication
channel and feedback
method for all employees.
TABLE OF CONTENTS OUR PURPOSE
What is OA?....................................................................................................
Define Purpose of Assessment
Table of Contents/Team Purpose.................................................................. Before we begin assessing we must define the
purpose of our assessment. A requirement for
Model of Assessment.....................................................................................
successful OA is clearly defining the intended
How to Implement OA................................................................................... results and which indicators we can gather
information on to gain a clear representation
Good to Great Concepts................................................................................. on the current performance level of the
organization.
Visualizing OA.................................................................................................
Gather Relevant Information
References......................................................................................................
We must get preliminary information on what
is to be assessed, refine our focus to determine
how those findings will be used, decide on your
method/approach to gather information, and
designate implementation responsibilities. To
gather information, you must understand what
indicators our organization uses to measure
success. Measuring a performance indicator
that does not apply to your type of organization
is not going to be helpful.
Summarize and Interpret Results
We will have established due dates for
information and how to present those findings.
We will then outline these results and present
them in a manner that is easy to understand to
those stakeholders not in our team. We will
formulate possible action steps and
recommendations for changes that we think
are necessary to stimulate growth.
DIMENSIONS OF ASSESSMENT
Organizational Assessment looks at four dimensions of any organization to
determine the best possible actions steps required to plan for future
improvements. These Dimensions include:
Dimension One: Organizational Performance
Looks at our ability to use resources to drive the organization’s outputs. We will
look at financial performance and leadership effectiveness in the model we will
be using.
Dimension Two: Understanding External Environment
Examine Threats and Opportunities that our External Environment offers which
will influence our organizational performance and capability to improve.
Dimension Three: Determining Organizational Motivation
The model we will be focusing on takes core values and the actions of the
organization into consideration to understand what motivates organizations to
succeed.
Dimension Four: Examining Organizational Capacity
Focuses on analyzing the structure and effectiveness of various aspects of an
organization such as Human Resources and Management Processes.
THE GOOD TO GREAT MODEL
We will be using the Good to Great Model is a Model for
Organizational Assessment which focuses on financial performance,
core values, and leadership metrics. This is a fit for our organization
since we stress the importance of our work environment’s culture
and how leaders interact with employees. Company culture is
important to this model, but it also looks to the values of the
community and shareholders. This model has a theme that appears
in each aspect of the process which is having a narrow focus of
resources on areas in which we are competent. It focuses on the
necessity of calculated, consistent actions regardless of obstacle
that get in our way. Hard work, a desire to succeed, and staying
true to the organization’s core values are essential aspects of the
Good to Great model. We will focus on gaining a truthful outlook
on the state of our organization whether it is good or bad. We will
stress the importance of taking slow and steady (consistent and
calculated) steps to start building the momentum of the Flywheel.
After moving from Good to Great we will look at how to transition
so our organization is Built to Last.
“A HIGHLY SUCCESSFUL AND LONG-LASTING COMPANY
DOES NOT EXIST MERELY TO MAKE PROFITS. IT EXISTS
BECAUSE IT IS SUCCESSFUL AND CONTINUES TO MAKE
PROFITS”
– JIM COLLINS
Success includes staying true to our company values, staying
transparent throughout all levels of the organization, and enticing
self-induced motivation in our employees so hard work is never
sacrificed. We hold the responsibility of enticing this motivation by
remaining transparent in our processes and collection methods. We
hold the responsibility for maintaining and improving the health of
our organization based on our findings.
 STEPS INVOLVED KEY INDICATORS
Leadership Metrics, Core Values, and Financial Performance
First: Planning & Information Collection Good to Great is a model that focuses on the Leadership, Values, and
We will start by assessing Organizational Performance and Environment. Everyone Performance of an organization. This means we will likely be looking at one or all
we go to for information must feel responsibility and having a clear purpose will three of these aspects of the companies we identify. We will also need to
make them understand the goal, causing them to cooperate more willingly. Our “Confront the Brutal Facts” of our own company, meaning having a truthful
team must go into the assessment with a unanimous understanding of our outlook on our organization regardless if it is positive or negative.
objectives and a good sense of the allocation of responsibilities.
 We want to identify relevant performance indicators for the purpose of our
assessment.
 We must gather internal information through interviews, surveys, and
IMPORTANT THINGS TO REMEMBER
viewing internal and public company reports. Forums, Listening to Employee
interactions, and viewing unofficial company materials will help identify
Our team mustcompany
be clearvalues
aboutinthe method of assessment and the division
practice.
f labor among team members. Objectives
 We will map out communication bring purpose
channels and clarity.
to analyze company culture and
We are accepting a duty to see
leadership style. that sensitive findings are safeguarded.
Our team’s core
Wetask
mustis map
to gather and the
out both interpret
formal data about our
and informal company’s
operating structures and
ulture, practices,
normsvalues,
of and
our intention and offer
organization possible
to gain action steps.
a complete understanding of
Assessing emotional intelligence
Organizational is a key part when assessing leadership
Motivation.
uality.
Second:
Our assessment mustSummarize
uncover both& Interpret
the Results
written and unwritten aspects of
he organization’s value system and culture.
We will compare the indicators and common elements we identified to understand
erformancehow isthese
measured both by
have influenced the
their processes We
performance. wewilluse and how
compare these results to
mployeesthe respond to them and feel the weight of responsibility
results we concluded about our organization. After summarizing for these and
hem. interpreting what they tell us about each company we will simplify our findings. We
vidence ofmust
decentralized company
be able to explain decisiontomaking
our findings will point
management to a healthy
and other stakeholders so we
rganizational environment.
must clearly present them in a PowerPoint that is easy to understand.
t is important to assess employee sentiment on a regular basis.
Numbers do not motivate
Third: Resultspeople, higher
to Action & order ambitions
Possible do, and while
Outcomes
uantitative data is helpful, qualitative data gives us insight into the
ulture. We will show the presentation of our findings to the top leaders in the company to
ensure it gains commitment to action. We will remain transparent by sending a
copy of our findings to everyone and encourage feedback. We must offer possible
actions steps and solutions for stimulating growth and increased performance in
the identified areas.

GOOD TO GREAT FLYWHEEL AND DOOM LOOP


CONCEPTS
First Who… Then What
Before we think about How, Where, or What people are going to do in our
company, we must find the right types of people for the job. Companies that
were not at the “Great” status had to utilize layoffs to a much greater extent
than those companies that were already there. These companies did not have
the right people and the leaders in those companies just hired people to help
get the task at hand done. They did not understand the vision, motivation
behind their work ethic, or the value they were contributing to the company.
People are key to developing a successful company because motivation and
discipline cannot be taught. These things must be Self-Taught and Self-Induced.
All I can teach you is our mission and reasoning behind our mission, and hope
you have a desire to succeed as well.
Technology Accelerators
Technology can be extremely useful to companies trying
to stimulate growth. It can also be extremely unhelpful if
used for the wrong reasons such as fear of falling behind
or fear of missing out. Companies that use specific
technology applications that support their current
business model are the ones that realize the most
benefits. This ties back into the consistent, calculated
steps because we do not just want to adopt a new
technology that completely goes against our values as a
company.
Calculated, Consistent Actions Lead to Prosperity
There is no single step that anyone can take to immediately change their
company into a success. Slow and steady actions that preserve the values of
the company will start making the “flywheel” spin, beginning the momentum
of moving our company from Good to Great. Companies that are not
consistent or even just slow down their efforts to get the flywheel spinning
will fail. There is a tipping point where the momentum builds upon itself but
getting to that point may feel tedious. Keeping the long-term goals of our
team in mind will help make sure you stay pointed in the right direction.
HARD WORK & CALCULATED
STEPS
Good is the Enemy of Great
Mediocracy is not enough when trying to grow your company into a
great one. If leaders are willing to settle for good and are not willing to
take the measures necessary to stimulate growth, a company will
never be successful long-term.
Level 5 Leadership
Level 5 Leadership is necessary to using this model. A Level 5 leader is
someone who has a desire to succeed no matter the costs. They are
always willing to put in the hard work and push through any obstacles
that are put in front of them
The Hedgehog Concept
The Hedgehog concept is the concept of a Leader who can take a lot of
complex ideas or situations and turn them into simple concepts that
are easy to understand. They are then able to create a unified vision
that helps achieve greatness. These Hedgehogs have a keen focus that
helps bring their company from Good to Great.
 OUR ORGANIZATIONAL ASSESSMENT PROCESS

Determine Purpose and Relevant Indicators

Gather Information on Each Area Deemed Relevant to Goal

Leadershi Culture Values Sustainabilit

p y
Discipline Discipline Discipline Built to
d People d d Action Last
Thought
Interpret Measurements & Analyze the Organizations
Outputs:
Performance superior to mission
Distinctive impact on community
Lasting endurance beyond significant change

Interpret Results, Present Findings and Offer Potential Action Steps:

We will summarize our findings and simplify them into an easy to understand report to for the top Leaders in
our company. We will provide an aggregated measurement for each of the areas, this will show us why we
concluded which areas we see has a problem. We will prepare potential actions steps and solutions to
stimulate growth in the identified areas while asking for feedback and suggestions from everyone involved.
References:
1. Charles, L., Marie-Hélène, A., Gary, A., Plinio, G., & Carden, M. H. (2002). Organizational Assessment: A framework for improving performance.
ProQuest Ebook Central https://ebookcentral-proquest-com.ezproxy1.lib.asu.edu
2. Perkins, L. N., Valerdi, R., Nightingale, D. & Rifkin, S. (2010). Organizational Assessment Models for Enterprise Transformation. INCOSE.
3. Collins, J. (n.d.). Good to great | Quickie Book Summary. Swiftbooks. https://www.amazon.com/dp/B008VGWCHY/ref=rdr_kindle_ext_tmb
4. Assessment for Organizational and Community Development: Introduction – PowerPoint Slides from Course Materials