organization can be restricted to the aspect level (example 1).
To be more comprehensive, a description of each element can
also be included (example 2). This in effect, is a use of the
For a really thorough understanding, the two other issues
(evaluation and strategy) in relation to each element can also be examined
an exercise at the aspect level
can be accomplished in hours. However, a comprehensive, in-depth understanding considering all the elements and issues, could take many months.
Even a specific
issue for a single element could take much time to work out and understand (the
strategy with regard to intellectual property or evaluating how the skills and
experience of staff compare with those of similar organizations).
Looking at the
issues for each element, enables weaknesses to be uncovered. For example,
there may be no defined strategy for dealing with the channel; threats which the
organization faces may not have been quantified; there may be no strategy for
product development or for working with collaborators.
facets of an organization will be a combination of a number of elements. Thus
employees could be due to an oppressive management style,
lack of empathy towards staff and a highly charged emotional environment
at the workplace.
The model does not show management how to manage. It simply
provides a consistent approach for understanding the organization with a
checklist of topics to cover. We hope that the examples, which we give in the
text, at least act as a stimulus for ideas. However, in the end, management have
to work out how to manage their own organization.
recommend that reports follow the general order of
the model, starting with the identity aspect (example
firms could ensure consistency by writing reports in a standard format
regardless of the type of organization studied: this would make the reports easier and quicker to read and understand. >>>