Organizational Analysis Paper Outline SECTION ONE: ORGANIZATIONAL CONTEXT Organizational Context Summary Strengths

Organizational Analysis Paper Outline

SECTION ONE: ORGANIZATIONAL CONTEXT

Organizational Context Summary

Strengths

Weakness

Recommendations

Description of Organization

Name and location

History & Purpose

Targeted Clients/Consumers

Main Activities – services and programs facilitated by the organization

Mission/Vision & Goals (Brody Ch. 2 & 3)

Describe — Is there a mission statement? A vision statement? When were they developed? Are they posted for all to see?  Do all levels of staff at the organization know and believe in the mission?

Assessment & Evaluation – What are your perceptions of the extent to which the mission and philosophy permeate the organization? Are the services and programs facilitated by the organization supportive and fulfilling the mission and vision of the organization?  How well do the concepts discussed in the text or other readings apply? Why does or does not the mission permeate the organization? How could the organization improve in this respect, if at all?

Organizational Structure — Operations (Kettner Ch. 2 & 3)

Describe – What is the organizational structure? Are there multiple services and programs offered to clients?  Is this a single purpose organization delivering one service/program to a targeted population? Do the programs have clearly supported logic models outlining their outcomes and impact?  Are the services facilitated evidence informed or research based? What is the staffing structure?

Assessment & Evaluation – Does the structure support optimal working relationships between and among staff who are expected to work together and collaborate on service delivery and projects? Does the current structure pose any barriers either to internal collaboration or to work outside the agency? Are informal structures working as intended? How well do the concepts discussed in the text or other readings apply? How could the organization improve in this respect, if at all?

Organizational Structure — Governance (Brody Ch. 12)

Describe – How is the organization governed? Is it a for profit, not for profit, or public government organization? Is there a Board of Directors? How large? Are there Bylaws outlining the Board’s Governance functions? How often does the board meet? If there is not a Board of Directors, what entity performs governance oversight? What is the relationship between the board and executive director/ceo?  Is the board structured to utilize committees?

Assessment & Evaluation – Create a board matrix of current board members (include key demographics i.e. gender, age, race, occupation, expertise, etc.). What is the nature of the relationship between the board and the rest of the staff? Are board members actively engaged? How well do the concepts discussed in the text or other readings apply? Is the current composition of the board appropriate and adequate to support the organization’s mission? Are board policies and procedures adequate? How could the organization improve in this respect, if at all?

SECTION TWO: LEADERSHIP ENGAGEMENT

Leadership Engagement Summary

Strengths

Weakness

Recommendations

Executive Leadership & Management Theory (Brody Ch. 1)

Describe – Who are the perceived leaders in the organization? Is there an Executive Director/CEO?  Based upon your interactions with them and other staff, how would you describe the leadership style of the Executive Director/CEO? What management theory (or theories) appears to characterize this organization?

Assessment & Evaluation – How are major decisions made within this organization? Who has input into these decisions? How well do the concepts discussed in the text or other readings apply? How does the Executive Director/CEO engage and communicate with all levels of staff in the organization?  How could the organization improve in this respect, if at all?

Supervision, Training, and Staff Development (Brody Ch. 6)

Describe – How is supervision structured in this organization? How frequently does supervision occur? Does supervision include administrative and clinical content? What are the organization’s training and staff development policies and practices? Does the budget incorporate training and staff development? Are any of the costs the responsibility of the staff? Are career paths apparent within the organization?

Assessment & Evaluation – Is there a formal new hire orientation and training process? What activities are included to help new hires learn and become competent in their jobs?  Do all levels of staff in the organization have direct supervisors?  How often do staff meet with their supervisors?  How do staff at different levels in the organization feel about the level of training and supervision they receive?  What effects, if any, do you perceive between practices in these areas and other aspects of the organization’s functioning or culture? How well do the concepts discussed in the text or other readings apply? How could the organization improve in this respect, if at all?

SECTION THREE: HUMAN RESOURCE OPERATIONS

Human Resource Operations Summary

Strengths

Weakness

Recommendations

Human Resources Policies and Procedures (Kettner Ch. 5)

Describe – Does the organization have an organizational policy and procedure manual? Does the manual provide detailed information about the expectations, criteria, and/or guidelines for facilitating the organizations work within the aspects of human resource law?  Are there policies related to discriminatory practices, sexual harassment, confidentiality, protected leave time, Do the organization’s human resources policies and procedures incorporate all aspects of human resources law? Technology usage? Paid time off?

Assessment & Evaluation – Based upon a review of the written policies and procedures is it clear that the organization operates within the requirements of local, state, and federal laws? Are staff at all levels in the organization aware of the policies and procedures, how to access them and how they apply to the work they do? How well do the concepts discussed in the text or other readings apply? How could the organization improve in this respect, if at all?

Job Design (Brody Ch. 5)

Describe – What are the staff positions within the organization? Are there written job descriptions? Is there a volunteer program? How is that managed?  Are important tasks in the organization allocated to volunteers and/or interns?

Assessment & Evaluation – How well do the positions fit within the overall organization to accomplish the mission, vision, and program goals? What duties and tasks are being performed by staff that can be performed by lower-level, less costly staff and vice-versa should be performed by higher level, higher paid staff? How well do the concepts discussed in the text or other readings apply?  How could the organization improve in this respect, if at all?

Employee Recruitment, Screening and Selection (Kettner Ch. 6)

Describe – Does the organization have written policies and procedures for recruitment, screening and selection? If not, are there processes in place that promote equitable and consistent hiring practices from position to position across the organization? What intentional hiring strategies are in place to ensure there is not bias in the hiring process?

Assessment & Evaluation – If there are written policies and procedures, how well do they address the legal requirements described in the text? How do the recruitment, screening and selection policies and procedures affect the organization’s ability to acquire the best staff? How could the organization improve in this respect, if at all?5

Motivation and Reward System (Brody Ch. 6 & 7)

Describe – What methods, techniques, policies, etc., does the organization use to motivate employees? Do they meet the intrinsic or extrinsic needs for staff?

Assessment & Evaluation – What appear to be the organization’s assumptions about motivation? How well do the concepts discussed in the text or other readings apply? Does the motivation system appear to be working? Why or why not? Is the reward system fair and equitable? How could the organization improve in this respect, if at all?

Performance Appraisal, Termination Policies and Procedures (Brody Ch. 5, 6, & 7)

Describe – What written policies and procedures does the organization have, if any, regarding performance appraisal and termination? If there are no written policies, what do staff at various levels understand and expect regarding performance appraisal? When there has been involuntary termination, were progressive discipline techniques used?

Assessment & Evaluation – How often do staff at all levels have performance appraisals?  Do staff at all levels develop work related goals to work toward each year?  Do staff at all levels get feedback and support on their goal progress and achievement?  How well do the concepts in the text apply to this organization? What effects, if any, do the organization’s practices in this area have on other aspects of the organizational culture and functioning? How could the organization improve in this respect, if at all?

SECTION FOUR: FINANCE

Finance Summary

Strengths

Weakness

Recommendations

Budgeting and Financial Management (Brody Ch. 14, 15, & 16)

Describe – What kind of budgeting system(s) does the organization use? Does the organization have a strategic resource development plan?  Is the organization reliant on one source of funding to sustain organizational operations or do they have diversified funding streams?  How are the programs and client outcomes connected to the budget? What percent of the budget is dedicated to support administrative and/or overhead for the organization? Does the organization plan and facilitate an annual event to raise money and communicate successes with the community?  If it is a government organization what strategies are used to inform the elected officials of accomplishments to sustain funding?

Assessment & Evaluation – Do budget priorities reflect the organization’s mission and vision? Do the budget reports indicate levels of effort and accomplishment that are consistent with projections? How well do the concepts discussed in the text or other readings apply? How could the organization improve in this respect, if at all?

SECTION FIVE: EVALUATION

Evaluation Summary

Strengths

Weakness

Recommendations

Quality Assurance: client outcomes, program evaluation, and organizational sustainability (Brody Ch. 17)

Describe – What data collection and information systems does the organization have in place? Who collects client outcome information? Who is responsible for evaluating the programs and services of the organization? How often is the data reviewed and by whom? How is the information collected and communicated with clients, staff, funders, and the broader community (stakeholders)?

Assessment & Evaluation – Who are the stakeholders served by the information systems? Is the organization collecting the right information, and in an efficient manner, to answer the questions it needs to answer and to produce required reports? Is the information shared with staff? Is the information being used? How well do the concepts discussed in the text or other readings apply? How could the organization improve in this respect, if at all?

 SECTION SIX: OVERALL ORGANIZATIONAL ANALYSIS AND SUMMARY

Main Strengths of the Organization

Main Weaknesses of the Organization

Prioritized Recommendations for Organizational Improvement