HOW EFFECTIVE IS YOUR ORGANIZATION - FIND OUT!
Take the following test or get everyone on your team to do it too…and compare results Scoring Key: 1 (poor) to 6 (excellent). Put a number from 1 to 6 in each box.
|SUCCESS FACTORS||WARNING SIGNS||WE CAN HELP|
|Direction Setting||Mission, goals not articulated, not describable. Lack of distinct identity with customers and other stakeholders - Much activity but disappointing achievement.||Direction setting processes from mission and vision down to individual objectives - Built into planning system, ensuring participation of and communication with appropriate individuals and groups.|
|Organization Structure||Decisions take too long - Formal structure is bypassed - Work falls between the cracks; coordination between groups is difficult.||Design of a structure that creates advantages most needed while ensuring that any disadvantages are understood and managed.|
|Roles and Responsibilities||Customers, employees can't get answers - Overlap and confusion about who makes a decision - Interdepartmental conflict - Over-reliance on task forces and committees.||Facilitate negotiation of roles and responsibilities to clarify them for people both inside and outside the group - Ensure clear alignment to organization's strategy.|
|Confronting Difficult Issues||Conflict is avoided or suppressed - Same problems continue to arise - Communication deteriorates - Bosses only told what they want to hear.||Alter management systems and processes to ensure that issues are visible and can't be avoided - Skill development in conflict management.|
|Rewards and Reinforcement||Dissonance between what management says it values and what employees see being rewarded - Over-emphasis on financial rewards . Culture which undermines product or service commitments.||Identify contradictory messages and practices - Align reward systems and management behavior with stated organization strategy and goals.|
|Control and Measurement||Planning, budgeting, objective- setting, appraisal seen as chores - Not used as tools for communication, focusing effort, making decisions, solving problems.||Link planning, budgeting and direction-setting systems - Education and training on performance management - Institutionalize periodic management review and use of data yielded by measurement systems.|
|Leadership||Employees lack confidence in management - believe no one is at the helm - Insufficient courage and risk-taking by management, especially at the top.||Design/ redesign of infrastructure which creates culture; e.g. reward system, performance management, direction setting . Executive development linked to organization strategy.|
|Balancing Long and Short Term Issues||Disagreements, confusion about priorities between groups, levels - Commitment of resources does not result in expected outcomes.||Assist in balancing long range planning with day to day operations - Ensure adequate forums for comparing views about priorities - Modify rewards and performance management systems.|
|Organizational Learning||Using today what worked yesterday, low experimentation with different approaches . Procedures become rigid||Develop renewal and review mechanisms that encourage and enable people and groups to benefit from their experience.|
|Adaptability to Change||Crisis response to unanticipated external pressures and events - Slow response to changed requirements; e.g., competitive, regulatory, ownership, labor, technology.||Develop feedback systems to generate awareness of critical external trends . Foster mentality of planning and improvement that looks "out" as well as "in".|