Enhancing organizational performance a toolbox for self-assessment
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 assessm...
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Ottawa, Ont. :
International Development Research Centre
1999.
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| Colección: | EBSCO Academic eBook Collection Complete.
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| Acceso en línea: | Conectar con la versión electrónica |
| Ver en Universidad de Navarra: | https://innopac.unav.es/record=b38557149*spi |
Tabla de Contenidos:
- 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.
