Organizational Assessment
In the world of medicine, Doctors are one of the many gate keepers to health. Sick people visit the hospital in search for answers from these specialists, and they have to find a solution or someones life could change. Before a doctor can solve a problem, they have to determine it's root. This process is called the 'diagnoses'; which is a doctors use of various forms of data to determine the cause of persons symptoms. This process is a comparable to the definition of Organizational Assessment. It is a systematic approach for gathering usable data about an organizations present performance, and the qualities that interact with it's performance. This method is required if an association plans on fixing itself, or for it's general betterment. Some of the topics encountered for this topic include:
Of course, that's just listing a few key areas of this tool of deduction. This really could be it's own separate field of study. I've included some artifacts below that were really valuable to learning this platform. All very important for success as an analyst in the world of organizations.
- Determining organizational capacity
- Identifying the point attributes of organizational performance and motivation.
- Examining the various models of organizational assessment, including: Good-To-Great, Baldrige Award, LESAT-2, and Shingo Prize.
Of course, that's just listing a few key areas of this tool of deduction. This really could be it's own separate field of study. I've included some artifacts below that were really valuable to learning this platform. All very important for success as an analyst in the world of organizations.
Key Content:
- Coulter, M. K. (2013). Strategic management in action (6th ed.). New York, NY: Pearson.
- Keown, A., Martin, J., & Petty, J. W. (2014). Foundations of Finance. (8th ed.): Pearson.
- Collins, J. (2012). Good to Great-Quickie Book Summary. (Kindle Edition): Amazon.
- Lusthaus, C. (2002). Organizational assessment: A framework for improving performance. (n/d): IDRC.
Key Course(s):
OGL 260: Resource Allocation in Organizations / Foundations of Finance
Knowledge Summary:
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Content Summary:
This class was the closes out of the entire curriculum to being classified as a business course. I exited this session with the knowledge of various company structures, an understanding of how funds are raised in capital markets, the ability to read cash flows and statements, in addition to, the capabilities of measuring risk vs return and valuations. This class provided just the right amount of business knowledge for this curriculum. |
OGL 355: Leading Organizational Innovation and Change
Knowledge Summary:
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Content Summary:
OGL 355 focused on the process of strategic management. We analyzed various procedures, including: situational analysis, strategy formulation, strategy implementation, and strategy evaluation. We also uncovered the advantages and disadvantages of external and internal analysis, in addition to, functional and competitive strategy use. Lastly, this course analyzed non-profit strategy, which in turn, was a very helpful feature in helping me create the non-profit that I currently operate. |
BIS 357: Assessment in Organizations
Knowledge Summary:
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Content Summary:
The process of assessing organizations is so important, and deep, it required an entire course devoted to the subject. During this session, we grasped why they are important, the impact they have on the organization, how key stakeholders benefit from this tool, various theories associated with this topic, and when these tactics should be utilized. I’ve worked for numerous companies, and always felt these assessments were useless. After this course, I no longer feel the same way. |