Team 9

Professor Allen

OGL 357

November 13, 2022

OGL 357: TEAM Culminating Project Milestone 2

Presentation Format - PowerPoint

Assessment Model in focus - Baldrige Award Assessment

Names:

Courtney Smith

ShaShana Fletcher

Ashley Glynn

Munia Al Sabti

Introduction: Courtney Smith

In this paper, we will be examining the following assessment models: Good-to-Great, Baldridge,
Shingo Prize, LESAT (Lean Enterprise Self Assessment Tool), and Organizational Assessment.
The purpose is to identify each assessment model and its strengths, weaknesses, and primary
focus. These assessment tools can benefit an organization in similar ways as they share many of
the same strengths. However, each assessment has a primary focus that can assist with specific
goals or systems according to the needs of the organization.

What is Organizational Assessment: Courtney Smith

Organizations are always evolving in the sense that they are constantly trying to adapt to inside
and outside influences. These influences have a direct impact on an organization’s performance.
Previously, common sense and profitability were used to measure an organization’s performance.
However, there was a need to shift focus to overall performance. Organizational assessment
encompasses the following areas: Measuring organizational performance, understanding the
organization’s external environment, determining organizational motivation, and examining
 organizational capacity (Lusthaus et al., 2002). Organizational performance measures
effectiveness, efficiency, relevance, and financial viability. The environment includes
administrative, political, social, economic, and stakeholder influences. Motivation looks at the
history, mission, culture, and how an organization incentivizes or rewards stakeholders.
Organizational capacity examines the structure and processes of an organization (Lusthaus et al.,
2002). All are crucial to measuring overall performance.

Assessments Chart: Munia Al Sabti

Good-to-Great Baldrige Shingo Prize LESAT Organizational

Assessment
Model

Strengths - Focuses on hiring the - Provides a way for an - Creates value for - Follows a “As - Measures
right people and putting organization to evaluate the consumer and Is” analysis to a organizational
them in the right roles how well it’s meetings its provides purpose to “To Be” Vision performance to
- Leadership is goals and objectives the organization - Provides know a way
emphasized - Gets leadership and the - Assures quality at guidance for next forward
- Focuses on long term workforce on the same the source and steps in the - Considers external
results page focuses on process organization’s factors that can
- Cultivates a culture of - assesses current to seek perfection journey hinder performance
discipline performance, trends, - Leadership with - Specific criteria - Determines what
comparisons, and humility and respect and strategic motivates an
integration company wide integration organization
- Recognized award that - Examines the
runs through all sectors capabilities of the
of the economy organization to
reach excellence

Weaknesses - Relies on technology - Follows specific - Lacks strategic - Can be - Relies on

to accelerate growth criteria of excellence planning inaccurate as a self-reported
- Standards of discipline - Requires and - Focuses on only self-assessment information
and greatness is defined organization to have the culture being - Requires an - places less focus
differently in every significant time and the root of organization to be on leadership
culture resources to achieve excellence skilled in change - No standards or
- Greatness is defined by award - High standards for management specific criteria to
an organization’s - Complex measurements operational - Scores at the define excellent
financial performance of criteria, causes excellence lowest level organizations
misinterpretation in
leadership

Focus Disciplined people: 7 categories that create Basis criteria for Life-Cycle Organizational
Level 5 Leadership the organizational building a process Motivation: culture
(leaders build enduring profile: Leadership, sustainable culture and mission
greatness through Strategy, Customers, of organizational The tool is made Organizational
personal humility and Measurement, excellence: to measure the Performance:
professional will Workforce, Operations, excellence stems current state of effectiveness and
Disciplined thought: and Results from culture the organization efficiency, financial
promoting awareness of on its lean viability
emerging trends and Promotes organizations 3 dimensions: journey and External
potential problems to have integrated total Cultural Enablers, where they might Environment:
 Disciplined action: quality management to Continuous have gaps and in economic and
Every team member has ensure the organization is Improvement, and need for political factors
the degree of personal continually improving Enterprise improvement Organizational
empowerment and Alignment Capacity: strategic
latitude that is necessary Focus on leadership,
to bring the Purpose, People organizational
organization’s and Culture, processes
envisioned objectives Process and
into existence Operations, and
Continuous
Improvement

Baldrige Award Assessment

Strengths & Weaknesses: ShaShana Fletcher

The Baldrige approach reveals core values, and both strengths and weaknesses while promoting
learning and improvement within an organization (NC State, 2015). According to the Baldrige
Performance Excellence Criteria (2011), there are seven elements that focus on leadership,
strategic planning, customer focus, measurement analysis and knowledge management,
workforce focus, operations focus, and lastly, results. While other approaches may focus on a
single factor, the Baldrige criteria tackle all factors which affect the success of an organization.
This includes the organization's operations and results. This can also be seen as a weakness due
to the complex nature of the criteria. The Baldrige Award application process is both lengthy and
costly. Xerox spent $800,000 and employed 20 full-time workers to prepare its application (Hart,
2022). Xerox believes it was the right decision to invest the money and resources as they won the
award. However, Xerox stands by the fact that the investment was not to win the award, but for
the overall improvement of the organization.

Key Attributes: ShaShana Fletcher

Although the Baldrige Award has a set criterion in place, it allows companies to be flexible in
their approach and implementation. They can use both internal and external assessment tools. It
can be applied to any industry and both small and large companies. Even if you don’t win the
award, each applicant receives detailed feedback based on an evaluation conducted by a panel of
trained experts. It’s almost a win-win situation.

Conclusion: Ashley Glynn

Highlighting the Baldrige award Assessment to our fellow colleagues is critical for a number of
reasons. Any organization that remains stagnant and aimless is doomed to fail. One can not hope
to improve and stay on the right track without comprehensive assessment of the organization as a
whole. We believe that while the Baldrige award assessment is broad in nature, it fully
encapsulates a successful organizational assessment that can drive meaningful insight and
change. One piece of the pie does not make for a clear picture. The Baldrige award assessment
stands out from typical organizational assessments due to its analysis of multiple facets of an
organization. While the Baldrige Assessment Award is lengthy and costly, the feedback received
is invaluable to the long term growth and success of the organization. An investment that will
benefit every element of the organization. Our presentation will highlight these elements in a
comprehensive and engaging manner that will excite all of us to drive organizational excellence
in all facets.
References

Baldrige Performance Excellence Program (2011) U.S. Department of Commerce, National

Institute of Standards and Technology

Hart, C. (2022) What’s Wrong-And Right- With The Baldrige Awards. Retrieved from

www.chiefexecutive.net

Lusthaus, C., Adrien, M., Anderson, G., Carden, F., Plinio-Montalvan, G. (2002). Organizational

assessment: A framework for improving performance.

NC State (2015) Solution Brief, Performance Excellence Coaching, Cross Industry Retrieved

from www.ies.ncsu.edu