OGL 357 Assessment in Organizations

Arizona State University

Amanda McNab
Melissa Addiego
Mason Reardon
Scott Anderson
Zachary Peters

April 9, 2023
 Part One
Evaluation of Assessment Models

Displayed below, in the chart, are unique assessment models that an organization can use.
The chart lists out the strengths, weaknesses, and focus of each model type. The assessment
models, because of their detail, are not able to be utilized simultaneously within a single
organization. The assessment models we will be identifying are Good-to-Great, Baldrige, Shingo
Prize, Organizational Assessment, and LESAT (Lean Enterprise Self-Assessment Tool). Our
plan is to align our purpose with a specific focus as this will give us insight into which model is
the best fit for our organization.

Assessment Strengths Weaknesses Focus

Models
Good-To-Great -Humble, goal-oriented leaders with strong
work ethics. Also known as “Level 5
Leaders;” these leaders bring about like-
minded people into the org. and are quick
to weed out the unsatisfactory employees.
-Leadership models their vision for
greatness while maintaining simplicity
with business planning.
-Very meticulous hiring approach; focus is
on hiring the right person the first time
(even if this means sifting through
hundreds of applicants).
-incentive programs focused on retaining
the right people.
-Runs on camaraderie/ low turnover/
discipline / creative spirit.
-Mediocrity
-Not every organization can achieve
the transition from good to great.
-Consumers who listen to the media
will find incomplete stories about
these good-to-great companies.
Forbes, for instance, was portrayed
as an overnight success when in
reality their model took ten years of
small pushes to the flywheel.
-These companies do not get a lot of
media attention until they achieve
“dramatic growth.”
-This model focuses on the
company’s leadership and how
to overcome adversity in order to
sustain long-term success. Focus
is on taking any company,
regardless of lifecycle stage,
from good to great status.
Emphasis on hiring/recruiting,
leadership, culture of discipline,
hedgehog concept, three circle
strategy, and technological
accelerators.

Baldrige -Strategic planning -Works better in a bureaucratic -Self Assessment tool that seeks
-Customer focused organization excellent performance in
-Focuses efficiency and effectiveness of -A lot of time and effort in decision achieving goals, improving
the operation making processes quality, and making effective
-Significant results -Complex/a lot of criteria for and efficient plans and
-Effectively measures, analyzes, and excellence processes.
improves performance

Shingo Prize -Holds guiding principles:
Results, Enterprise Alignment, Continuous
improvement, Cultural enablers.
-Interacts with Business and management
systems and sub divides each category
down to assessment units
-Only a prize awarded to select
industry leaders based on an
observable scale.
-Narrows the effect it has on whole
industries due to broad category
judgment.
-Award that is given clearly
defines performance measures
and key measures are stable,
predictable, and mature with
positive trends and few
anomalies.

Organizational -Efficient -Tend to focus on the knowledge -Process of performance by

Assessment -Financial Viability instead of the accountability area improving the skills of the
Model -Effectiveness employees and elements that can
(Lusthaus) -Relevance affect the organization.
Economic
LESAT - Simple
- Measures multiple performance
dimensions
-Identifies performance gaps
-Prioritizes points of focus
-Plays a role in helping generate a future-‐
state vision for the enterprise.
- Does not account for external
context
-Averaging scores can be
detrimental
-Results are based on opinion and
opinions change
- Focuses on measuring the
current state and assists with
visualizing the new state an
organization wants to move
toward.

Part Two
Preferred Assessment Model: Good-to-Great
Method of communication: PowerPoint
Outline:

Team Members and assignment designations:

Our plan for Milestone 3 is to create a PowerPoint presentation that will give our colleagues the
opportunity to learn all about organizational assessment (O.A.). First, we will break down what
Organizational Assessment is and why it is a vital component of a healthy organization. Then,
we will highlight the Good-to-Great model as our means of assessment by discussing why it is a
fit for our organization as well as a brief overview. Our assessment team will then create alluring
slides with appropriate intel to empower our team and rally their acceptance of organizational
assessment. The final learning piece will be no less than 12 slides with each member offering
their contributions as well as speaker notes. The goal is to create a creative and factual
presentation that will captivate our audience and encourage them to jump on board the O.A.
train!

I. Introduction to organizational assessment

After months of collaboration, our assessment team has finally whipped up a piece of training we
hope will empower everyone to embrace organizational assessment and why it will be a valuable
source of transformation for our company. Organizational assessment is essentially a review of a
company’s overall performance. It can be looked at as a framework that allows an organization
to analyze their performance as a product of its enabling environment, morale (motivation), and
capacity (Lusthaus et. al., 2002, p.1). An assessment team’s primary goal is to accumulate intel
about the organization’s culture, intentions, practices, and values in order to make appropriate
inferences of change (E.I. games, 2023). Our motivation for assessment is to elevate our
company from good to that of great status; in order to do that, we must see what is working and
what is not. With an assessment you are lent the ability to gather feedback and rationale about
business processes, structure, and other innate channels that are vital to the organization’s health
and relevance. O.A. can transform an organization by streamlining plans for creating an enabling
environment. The driving forces behind an enabling environment are as follows: institutional
ethos (values), rules (policies), and capabilities (infrastructure/resources) (Lusthaus et. al., 2002,
p.24). The organization’s influence over the attitudes of their staff, the honest enforcement of
 rules, and their use of resources (human, financial, etc.) are all critical elements to assess in lieu
of creating an enabling environment.

II. Why perform organizational assessments?

"Assessments provide crucial information about strengths, areas for improvement and potential
investment strategies for achieving performance benefits," (Perkins et al., pg. 1, 2010). We want
to show how an assessment is utilized by leadership to help our organization identify potential
performance gaps in order to encourage the audience to provide feedback. This creates a working
environment that is positive with a clear vision of what our organization's direction is. Presenting
our vision to the audience, and explaining why it is important to them and the organization’s
success, will motivate them to engage or provide the feedback we need to succeed. Our
organization creates a motivated working environment that strategically accomplishes the
organization’s mission by identifying measurable points of progress. The importance of this
assessment is to allow everyone in the company the opportunity to be a leader. Our leaders are
loyal to the organization and the people who help build it.

III. Overview of Good-to-Great

“Our framework for viewing organizational capacity entails eight interrelated areas that underlie
an organization's performance. These are strategic leadership, organizational structure, human
resources, financial management, infrastructure, program and services management, process
management, and inter-organizational linkages” (Lusthaus, Pg.11, 2002). This is why choosing a
Good to Great assessment style is needed. The Level 5 leadership stands out in a way other
assessments do not comprehend. Selfless leadership is better for the prosperity of the company
and is an outstanding way to judge and assess any organization. Furthermore, level 5 leaders put
company goals above their own and are always looking ahead. While the Good-to-Great model
focuses heavily on humble, diligent leaders- it also discusses this idea of a “flywheel” and
emphasizes how success is not always an overnight thing. Ultimately, the flywheel is composed
of a few key elements that with enough tenacity can gain enough momentum to cultivate
transformational results. With small nudges here and a few pushes there, the flywheel will
eventually tip over- allowing the company to make that leap from good to great (Collins, 2001).
Below is a list of the concepts that the Good-to-Great model focuses on as well as a description
of each:

Good is the Mediocrity is what holds a lot of companies back. Complacency kicks in when companies are in a
Enemy of Great good spot, preventing them from reaching new heights. This model is based on the research of 11
companies over a span of 15 years, all of which were able to make the jump from Good-to-Great.
The idea behind the 15-year study was to eliminate any “one-hit-wonders” as well as to ensure that
the great status was achieved based on the company, not just the leader (as most CEO’s do not stay
that long).

Level 5 Good-to-Great companies do not have prestigious CEOs, but rather ordinary people who have
Leadership extraordinary drive. These are normal people with exceptional work ethic; leaders who have a
 “dogged determination” to do what’s right for the company.

First Who… Then Good-to-Great companies have a very meticulous approach to hiring. These companies understand
What that mediocre people will only achieve mediocre results; therefore, positions are not filled unless
the perfect candidates are found. Character over skill. If there is friction or resistance, leaders are
quick to act when there is a need for it (meaning to reposition that employee or to let them go
entirely) (Collins, 2001). In addition, leaders make it a priority to position their best people in the
“prime opportunities for growth of the business” rather than sorting out their worst issues (Collins,
2001).

Confront the Leaders should face business realities with the grit and determination to see through the storm.
Brutal Facts Good-to-Great companies do not shy away from harsh facts, but rather persevere and find realistic
solutions that can be simplified into achievable action plans (Collins, 2001).

The Hedgehog Leaders who resemble the hedgehog are able to take complex issues and redefine them in a way
Concept that is easy to digest. These leaders have an unwavering vision and are committed to making
realistic, simple action plans amid chaos. These plans are also in line with the “three circles”
theory. The three circles theory suggests that leaders of the Good-to-Great organizations factor in
what the company is and can be the best at, what drives the cash flow that contributes to overall
growth, and knowing what to be passionate about into their business plan (Collins, 2001).

A Culture of This concept coincides with hiring the right people as discipline must be self-taught in order to be
Discipline long lasting (Collins, 2001). A successful organization has a disciplined workforce with strong
work ethics. Good-to-Great leaders model the self-discipline needed to get the job done while
never losing touch with their creative spirit (Collins, 2001). A disciplined work ethic, passion, and
a commitment to following the entrepreneurial spirit are the key ingredients for success.

Technology Good-to-Great companies think very wisely before implementing the latest fad as far as
Accelerators technology goes. Technology in the good to great companies was not a means to an end but rather
a way to complement their overall efforts. Companies that displayed a focused thought process
behind choosing which technology to move forward with were more likely to be successful
(Collins, 2001).

Conclusion:

In conclusion, the Good-to-Great assessment model will provide us insight on what areas require
more attention allowing us to be more equipped to close gaps in performance. Long-term, this
will allow us to produce quality services and sustain respectable relationships. We want to
provide a positive and clear work environment for all to thrive. This vision will be presented via
PowerPoint while motivating our audience to engage and provide valuable feedback. This
feedback will further provide us with a roadmap on how to improve the skills of the employees
and elements that affect the organization.
 References

Collins, J. (2001). Good to Great: Why Some Companies Make the Leap ... and Others Don’t.

Random House.

EI Games. (2023). Sign In | E.I. Games. Play.eigames.com.

https://play.eigames.com/game/30#/dashboard

Lusthaus, C., Inter-American Development Bank, International Development Research Centre

(Canada, & Al, E. (2002). Organizational assessment: a framework for improving

performance. International Development Research Centre.

Perkins, L.N., Nightingale, D., Valerdi, R. and Rifkin, S. (2010), 6.3.2 Organizational

Assessment Models for Enterprise Transformation. INCOSE International Symposium,

20: 809-823