difficulty in trying to analyze and evaluate an organization is to know where to start
and what to consider. Most of the literature deals with
specific topics such as management, finance, strategy or personnel and generally
discusses only commercial businesses. It makes little mention of
charities, central government departments, schools, colleges, museums,
hospitals, sports clubs, or local government.
In addition existing models are either too simplistic, complex or
generic model provides a single method of analysis, which is straightforward but
comprehensive and at the same time applies to virtually every form of
organization and their internal units or departments. In fact, the model holds
true for organizations of all types, all sizes and all points in their
development cycle. Thus the model can be used as an organization grows and
develops, even if it changes its nature. The model has a three-layer structure:
Aspects: An organization is defined in terms of ten 'aspects', which represent its
major components - its structure, participants, culture,
deliverables, performance, etc.
'aspects' are composed of various ‘elements’; for example, the
'Participants' aspect consists of customers, employees, owners, suppliers and
others. There are a total of 55 elements in the model.
Issues: Each element is
assessed using three 'issues': Analysis (what the element is
composed of or how it is made up, and how well it is defined, understood and
quantified); Evaluation (how it
contributes to or affects the organization and how it compares to a similar element in
another organization); Strategy (how the organization
approaches, deals with, or uses the element and what plans there are for
developing it for the future).
model can also be used to assess management’s understanding and control of the
organization. We call this ‘management grip’, and have developed a method for quantifying and comparing
it in different types of organization. >>>