OGL 357 Milestone 3 Presentation Notes

OGL 357 Milestone 3 Presentation Notes

Rachael E. Lohnes

Arizona State University

Author Note

Rachael E. Lohnes is a student at Arizona State University studying Organizational

Leadership.

Contact: rlohnes@asu.edu
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Presentation Notes

Link to the Prezi Presentation

https://prezi.com/view/wPkP3eTwDZqmgC1cLGF2/

Elements of Organizational Assessment

- Organizational Assessment is exactly what it sounds like, it is an assessment of any

given Organization.

- Organizational Assessment is an analysis of five main components of an

organization.

- First is the organization’s data sources. This includes a variety of stakeholders,

facilities, and the dynamics between people within the organization.

- The second component is the enabling environment. When looking at the enabling

environment it is important to consider that organizations are set in an

environment that will provide multiple contexts that affect the organization and its

performance (Charles, 2002, p. 17).

- Third is the organizational capacity, which is made up of eight interrelated areas

including; strategic leadership, financial management, organizational structure,

organizational infrastructure, human resources, service management, process

management, and inter-organizational linkages (Charles, 2002, p. 18-19).

- The fourth capacity is organizational motivation. Organizational motivation places a

focus on the organization’s history, culture, mission, and incentive/reward system

(Charles, 2002, p. 20).

- The fifth and final component is organizational performance. As an organization

sets out to meet goals, it should be noted that “good performance” is based off work
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that is done effectively and efficiently while also remaining relevant to stakeholders

(Charles, 2002, p. 21).

- While assessing these main components of an organization, it is important that

assessments include the inter-dependent dimensions of rules, ethos, and capabilities

as they relate to the organization.

- Rules can be defined as “formal laws and codes that positively or negatively

influence the behavior of organizations through the incentives and constraints they

provide or impose” (Charles, 2002, p. 24).

- Ethos also imposes constraints on members of the organization. “Institutional ethos

embraces the largely informal rules of a society; that is the history, cultural values,

norms, and taboos of the milieu within the organizations functions” (Charles, 2002,

p. 24).

- Capabilities of an organization include “labor market pools, the natural resources

and geographic assets or limitations of a country or region, as well as the

infrastructure and technology available” (Charles, 2002, p. 24).

- Including the five components and the dimensions of organizations is key to

completing an accurate Organizational Assessment. When assessed together, these

components and dimensions create a clear picture of the organization.

Importance of Organizational Assessment

- Organizational Assessment is key to ensuring that an organization is operating

effectively and efficiently as well as survive over time.

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- Organizational Assessment is a tool that can be used continuously as over time. An

assessment can be beneficial when navigating through successes and failures that

take place over an organization’s lifecycle

- An organizational assessment is a tool that can be used internally or externally. An

Organizational Assessment completed by an individual outside of said organization

is beneficial as the assessment can be completed without the interference of bias.

On the flip side, Organizational Assessment completed internally can be beneficial as

means of “self-reflection” within the organization.

- Overall, Organizational Assessment is key to organizational growth and awareness.

Application of the Good-to-Great Model

- Jim Collins’ Good to Great method provides a business structure for companies to

follow to better their businesses (Collins, 2017, Location 15). This assessment

method explores the question “Are we building great or are we settling for good?”

(Collins, 2010).

- The Good to Great consists of 9 main concepts.

- Good is the Enemy of Great

- You must ask whether or not the organization is a part of a rising and

flourishing industry (Collins, 2010).

- Level 5 Leadership

- A level 5 leader is a highly capable individual, a contributing team

member, a competent manager, an effective leader, and an executive

(Collins, 2010).
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- These leaders have highly focused and disciplined work ethics. They

put their egos to the side. They lead with a sense of fearlessness,

compelling modesty, and unwavering resolve (Collins, 2010).

- First Who…Then What

- This concept is all about people and can be summed up with a simple

analogy. Who should be on the bus? Who should be off the bus? And

Who should be in what seat? (Collins, 2010)

- It is important that if there is doubt about a person, don’t hire and

keep looking. Overall First Who… Then what is about knowing when

to make personnel changes.

- Confront the Brutal Facts

- This concept focuses on leading with a vision and creating a climate

where the truth is heard. Four practices that can be used to create a

climate where the truth can be heard are:

- Lead with questions, not answers

- Engage in dialogue and debate, not coercion

- Conduct autopsies, without blame

- Build “red flag” mechanisms by valuing information and not

ignoring it (Collins, 2010)

- The Hedgehog Concept

- The hedgehog is simple and dowdy. Unlike the fox, which is cunning

and complex (Collins, 2010). An organization must understand the

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benefits of simplicity and translate complex concepts into clear ideas

(Collins, 2010).

- A Culture of Discipline

- Self-disciplined people have disciplined thoughts and act in a

disciplined manner. People who are a part of a disciplined culture

operate with freedom and responsibility, within a framework (Collins,

2010).

- In creating this culture, it is important not to become a tyrant

- Implementing “stop doing lists” rather than “to do lists” can be helpful

in achieving a culture of discipline (Collins, 2010).

- Technology Accelerators

- Technology in our society is every changing and evolving. It is

important to pioneer the application of technology, don’t just follow

fads (Collins, 2010).

- The Flywheel and The Doom Loop

- A flourishing organization manages to stay on the flywheel and avoid

the doom loop.

- The doom loop includes disappointing results, lack of momentum,

organizational changes, and reacting without understanding (Collins,

2010).

- On the flywheel, organizations keep consistent with the hedgehog

concept and accumulate visible results. These visible results energize

people and continue to build momentum (Collins, 2010).

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- From Good to Great to Built to Last

- Overall, Good-to-Great organizations implement these concepts while

preserving their core purpose and values. Organizations that do so

will be able to sustain results and go from good to great, to built to

last.
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REFERENCES

Charles, L., Marie-Hélène, A., & Gary, A. (2002). Organizational assessment : A framework for

improving performance. Retrieved from https://ebookcentral-proquest-

com.ezproxy1.lib.asu.edu

Collins, J. (2010). Good to Great. Retrieved April 12, 2020, from

https://asu.instructure.com/courses/45322/files/11808920?

module_item_id=2684916

Collins, J. (2017). Good to Great Quickie Book Summary(Kindle). Swift Books.