ORGANIZATIONAL ASSESSMENTOrganization Name: ______________________ Location: ____________Date:______Respondent Name & Position: _____________________________________________Describe the degree to which the organization and its managers:Scale: 1-Very High/Common/Frequent; 3- Moderate; 5- Low or Non-ExistentGeneral1. Place a high value on human resources in achieving competitive advantage.2. Emphasize the need for high performance in employee communications.3. Evaluate the impact of organization practices on strategic outcomes.4. Focus on short-term goals, plans and results.5. Display openness to change in practices which may interfere with organization performance.Employment Stability6. Initiate organization restructuring or downsizing during adverse economic periods.7. Utilize a temporary workforce to manage changes in employment levels.8. Provide regular performance feedback to employees.9. Pledge employment security to its core workforce.10. Promote fear of job loss or demotion to motivate higher performance.Hiring11. Tend to hire the first available, qualified person when a position is open.12. Create a large applicant pool from which to select new hires.13. Clearly describe the most critical competencies needed in soliciting applicants.14. Screen applicants based on those competencies (above) which are the most difficult to change through training and development.15. Utilize valid, reliable methods in employment screening.Team Management & Decentralization in Organization Design16. Make people feel responsible and accountable for organization success.17. Emphasize and create high performance teams.18. Support effectively high performance teams.19. Encourage teams to critique their performance efforts.20. Allow teams to reach key decisions by consensus.Compensation21. Provide total compensation that is above market and better than major competitors.22. Establish a significant portion of compensation contingent upon organizationor team performance rather than individual performance (or not at all).23. Endeavor to clearly tie specific types and levels of contingent compensation to specific organization performance criteria (e.g., earnings, stock value).24. Ensure that contingent (at risk) compensation is sufficiently high and of a form to positively influence performance motivation.25. Recognize performance efforts accurately in the review process.Training26. Provide the training to adequately develop or enhance core performance competencies; extensive training is common.27. Focus more on general competencies, including relationship and process skills, rather than technical or specialist skills.28. Design and adequately fund high impact training programs.29. Evaluate rigorously the effect of training and development on performance.30. Emphasize training and development as a source of competitive advantage.Status Differences31. Differentiate clearly among employees at different organization levels by job title, rank, perks, benefits, dress, office, parking, etc.32. Differentiate among employees by frequently referring to education level, college, family background, and socioeconomic class.33. Encourage teams to treat members as equal peers regardless of social differences.34. Strive to reduce perceived inequities or unfairness in the workplace.35. Promote a culture in which employees are primarily recognized for performance contributions rather than political considerations.Information Disclosure 36. Share information regarding financial performance (e.g., earnings) and solvency with all employees.37. Share information regarding long-range strategic plans with all employees, including both opportunities and threats to the organization.38. Allow access to otherwise confidential information when relevant to team performance; minimize organizational blocks to information sharing.39. Share information from employee opinion surveys with all employees (e.g., survey feedback) and invite input into the problem solving process.40. Promote an atmosphere of organizational learning from less than high performance or from poor business decisions.41. Share compensation information and benefit costs with all employees.Culture42. Promote a climate of trust and directness.43. Delegates authority and responsibility clearly and reasonably.44. Are able to make tough decisions which could adversely impact employees.45. Promote innovations to correct dysfunctional organizational practices.Notes (identify question no. and relevant comments
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