Enhancing organizational performance a toolbox for self-assessment (International Development Research Centre, 1999)
This guidebook presents an innovative and thoroughly tested model for organizational self-assessment. The tools and tips in Enhancing Organizational Performance go beyond measuring the impact of programs, products, and services. They integrate techniques of formative assessment, in which the assessment team becomes involved in helping its organization become more effective in meeting its goals. The tools and techniques are flexible, and the model can be adapted to any type or size of organization
Cover -- Contents -- Foreword -- Preface -- How to use this guide -- CHAPTER 1 8211; SHOULD YOU CONDUCT A SELF45;ASSESSMENT63; -- Why would you conduct a self45;assessment63; -- Some typical reasons for conducting a self45;assessment -- Are you ready63; -- Stop or go63; -- How long will it take63; -- Before you begin -- Who will use the results63; -- Stakholders -- Who should conduct the process63; -- Creating a team -- Who will do what63; -- What does your team have63; What does your team need63; -- Are there any other roles or responsibilities63; -- What39;s the best way to manage the process63; -- What issues may arise at preplanning63; -- Have you forgotten anything63; -- CHAPTER 2 8211; PLANNING A SELF45;ASSESSMENT -- What is the unit of analysis63; -- What are the main performance issues63; -- What are the right questions63; -- Three kinds of question -- Prioritizing your set of questions -- What are the indicators63; -- A few words of caution about indicators --
- What are the best sources of data63; -- What methods will be used to collect data63; -- Have you forgotten anything63; -- CHAPTER 3 8211; CONDUCTING A SELF45;ASSESSMENT -- Planning for data collection -- Collecting the data -- Analyzing your data -- Data sources and triangulation -- Sorting the data -- Basis for judgment -- Communicating the results -- Communicating during the process -- Communicating after the process -- Hints for conveying results -- Writing a good report -- What issues may arise at this stage63; -- How will the results be used63; -- Why results get shelved -- CHAPTER 4 8211; DIAGNOSING THE PERFORMANCE OF YOUR ORGANIZATION -- A framework for assessing organizational performance -- Organizational performance -- Effectiveness -- Efficiency -- Relevance -- Financial viability -- External environment -- Administrative and legal environment -- Political environment -- Sociocultural environment -- Economic environment -- Technological environment --
- Stakeholder environment -- Organizational motivation -- History -- Mission58; stated and perceived -- Culture -- Incentives -- Organizational capacity -- Strategic leadership -- Human resources -- Financial management -- Infrastructure -- Program management -- Organizational processes -- Interinstitutional linkages -- APPENDIX 1 8211; Tools for self45;assessment -- Tool 146; The five45;easy45;pieces model for a quick self45;assessment -- Tool 246; Stakeholder assessment -- Tool 346; Performance45;issues worksheet -- Tool 446; Culture audit -- Tool 546; Work breakdown -- Tool 646; Person8211;day analysis -- APPENDIX 2 8211; Tips for designing data45;collection instruments -- Tip 146; Group techniques -- Tip 246; Interviews -- Tip 346; Questionnaires -- Tip 446; Basis for judgment -- APPENDIX 3 8211; Sample questionnaires -- Sample 146; Staff questionnaire -- Sample 246; Donor questionnaire -- Sample 346; Cover letter for donor questionnaire --
- APPENDIX 4 8211; Sample self45;assessment exercises -- Exercise A146; Who is XYZ63; What are the strengths and weaknesses of our internal environment63; -- Exercise A246; Our external context -- Exercise A346; Dreaming about the future -- Exercise A446; Beginning to bridge th