Can someone deliver original work for my discussion board? I need a key assignment outline.
Organizational Assessment
Unit 2 – Individual Project
Bettina Casimir
Colorado Technical University
Dr. Mountasser Kadrie
Introduction to the Organization
Overview to the nature of the organization
The HPLC is a non-governmental organization that supports disadvantaged groups in our society. It assists the disadvantaged children and families in their quest to acquire education to the highest possible levels. As an NGO, the organization requires external funds and has limited access to them. It thus relies on charitable events, fundraising, well-wishers and grants. The firm’s stakeholders extend to a wide range and cannot be out rightly quantified. They keep on changing and can be considered volatile although the main stakeholders are well known. These stakeholders include: The children’s funds of Miami, children’s service council of Palm Beach County and the children’s service council of Martin County.
The Organizational Culture is a structure of common theories, values and beliefs that help govern people’s behavior at the work place. The common values strongly influence the employees in relation to how their mode of dressing, acting, and performing their tasks. Organizations develop and maintain a one of a kind culture that provides regulations and boundaries for employee interaction at the work place (Schein, 2015).
Our Organizational Culture is comprised of Innovation and risk orientation in that we try to motivate our employees to find new ways of solving the persistent problems and be open to risk as risky ventures tend to be profitable in the long run. Our employees are free to try new and possible better ways of solving problems away from the normal and the professional training standards. We also urge them to be attentive to detail and practice precision orientated techniques in the quantifying of variables to allow for accountability. Thus our results and value is on attention to detail so that we can obtain results as we had anticipated with precision and accountability to the stakeholders.
Another culture is on the result oriented approach where the emphasis is on outcomes based on the resources provided. We endeavor to assist as much as possible and as many children and disadvantaged families as we can. This has assisted as to gather and be among the leading NGO around the globe. Another emphasis is on people and fairness orientation where all the decisions are made after due considerations to the effects that they will have to the community and the society. This is primarily important because our firm has most to do with people and all the decisions should be based on the least negative effect to the people that we are supposed to protect. Teamwork or the collaboration orientated approach which stresses on planning our activities around teams as opposed to individuals. This has given the firm much strength as it has created a positive relationship among the employees and the workers altogether. The co-workers and the management have a better working relationship and strive towards realization of the set goals.
Lastly but not least, aggression or the competitive oriented approach in that our work mates have been urged to be assertive and speak their minds at all times. This concept is relative when it comes to obtaining funds and identifying a potential disadvantaged person. Assertion is expected in matters to do with outdoing our competition and easy going is emphasized when dealing with a victim or the marginalized society member.
Analysis
As an analysis methodology, we used the following information to gather the process relevant data: we reviewed the policies, documents, historical data, the procedures and other background materials. Additionally, we conducted one-on-one discussions with all HPLC board members; redistributed online surveys tool to the HPLC employees in a bid to assess their attitudes, feelings towards the organizational culture and their working climate matters. Lastly, we conducted a set of interviews with the executive or the senior managers and provided facilitation to the meetings of focus group that was composed of random HPLC employees. The data collected was analyzed by the C2S2 business model in tables and presented as such. The means employed provided important insights to this report and can thus not be overlooked. This data was then clustered and then broken down into a sequence of major findings, plans and suggestions that are exhibited by the major business model. We also provide a conclusion which is obtained from historical analysis of the data, experiences, and interviews to the available human resources and the existent best practices. The data will then be presented in a tabular form that can be easily assimilated by all the stakeholders.
| C2S2 model | ASSESSMENT METHOD | ORGANIZATION PERFORMANCE | FINDINGS | |
| CULTURE: Identification and analysis on organizational cultural attitudes and hindrances that may hinder the employee-HPLC achievement of the vision statement. | Historical Data Review Board Discussions Surveys Focus Groups Interviews | Critical | 92%-dissatisfied with work environment 75% -employees felt poor leadership performance and bad behavior. 50% felt that the executive doesn’t operate with values or ethics. 76% feel Executive leaders don’t understand the current state of employee morale 55% of non-management and 66%of management are not satisfied with organization leadership |
Table 1
Graph data from the table
| Rank in the organization | Description | % level |
| Employees | Poor working environment | 92 |
| Employees | Poor leadership | 75 |
| Executive managers | Poor ethical behavior | 50 |
| Executive managers | Poor motivation by the executive | 76 |
| Non management | Poor leadership | 55 |
| Management | Poor leadership | 66 |
Graphical representation 2
Key
Category 1 employee
Category 2 executives
Category 3 non management
Category 4 management
The above table shows the critical areas in terms of the organizational structure. It is clear that the organization has failed to provide a rich culture within which the employees would feel proud to be associated with the firm. Workers and managerial survey responses verified that employees felt that they are unheard and perceived un-equitability in the handling of issues by the management. This feeling has resulted to major negative impacts on their morale and engagement. But still in the loss of faith in the executive, they are strongly dedicated and believe in the organization.
| C²S²model | ASSESSMENT METHOD | ORGANIZATION PERFORMANCE | FINDINGS |
| COMPLIANCE: The second phase of C²S²™ commenced with an HR Audit and analysis of organizational policies and procedures to determine compliance. | Review Surveys Focus Groups Interviews | Critical | 83% of managers feel that Executive leadership does not hold employees accountable for poor performance and inappropriate behavior 65% of surveyed employees believe that key members of Executive leadership do not adhere to ethical standards of conduct Some policies were neither up to date nor in compliance with Federal, state and local laws Lack of clear documentation of mandatory training for all employees in areas such as Title VII, Sexual Harassment, and Conflict Management |
| Table 2 | |||
| The policies and procedures for effective compliance should be equitable in their application for a strong foundation in an organization and should be clearly communicated as such. The executive and the managers should ensure proper communication and understanding of the said compliance procedures. Some of these rules and regulations are meant to make our working place a better place and the employees should be held accountable for failing to follow them. | |||
Graph data from table 2
| Rank in the organization | Description | % level |
| Managers | Executives do not hold employees responsible for their actions | 83 |
| Employee | Poor ethical behavior | 65 |
Graphical representation 2
Key
Category 1 managers
Category 2 employee
The main source of strength in HPLC is the employees’ commitment, selflessness, dedication and positivity to their mission. They tirelessly volunteer for workloads in support of the community without expecting something in return. This culture is slowly being replaced as communication does not seem to follow the right structures to reach the staffs and now they risk the burden of losing certain loyal employees who had meaning and cause to work at the place. The management should try and create a positive climate where staff will feel that their problems and opinions can be freely discussed and the situation rectified. The executive and the board of directors must also make sure that the supervisors and the managers comprehend the importance of treating all employees with the same level of respect and consideration that they themselves expect. When such is done, the organization will be well versed and capable of achieving the objectives that it has set when all the employees are happy and feel part and parcel of the organization and that they can affect changes. In the absence of this, and if the board does not act to the outlined failures of this report, the organization shall continue to encounter such dropped employee morale and allegations which will negatively affect the external reputation the culture, climate and the financial integrity of the institution.
Risk analysis
There are two components of risks involved in a project: the project going wrong and the negative results if it goes wrong. Risks can be difficult to spot, manage and prepare for without the necessary mechanisms and knowhow. The risks affect the finances, time wastage and reputations of organizations. Risk analysis is a process that assists a firm to come up with potential threats and manage them so that they do not undermine the key results. Risk analysis calls for identification of possible threats and estimating the likelihood of materialization of the said threats. This process can be complex as the detailed information on project plans, financial data, marketing forecasts, security protocols and other relevant information. This analysis is useful in project planning, improving safety of a work place, and planning for environmental changes and in the abandonment decisions (Vose, 2010)
In our risk analysis, we used the following procedure: identifying the risk and then estimating the risk. There are many sources of risks namely: procedural risks, technical risks, political risks, human risks, financial risks, natural disasters, reputational risks and operational risk. We used the Strengths, weaknesses, opportunities and threats analysis to uncover some of the threats and then we wound it up by exploring other mechanisms of the failure, mode and effect analysis. The risk value was estimated using the formula;
Value of the risk = probability of the event occurring * the cost for setting the things correct
The risks will be documented in the risk register which is a list of all the risks identified, their main causes, their categories and their responses. The risk plan will define the level of risks which will be considered tolerable to the project, their management, time and costs and their mitigation. The risks should be avoided if possible but in case the project cannot do without them, then the least cost method should be selected. The project selected will be a construction project and will involve the project risks, internal risks and the external risks.
From the organizational assessment, the internal risks are going to feature a major threat as the employees are already dissatisfied with the executives and they do not trust them. These are the intrinsic risks in terms of the resources (materials and equipment), team risk ( co-operation, motivation and team communication issues), the construction site risk as accident in work places are inherent and document and information risks. This project will be undertaken within the legal and the federal jurisdiction as all the work permits and the relevant documentation has been factored in the risks.
The project is not expected to have any major external kick-backs as the suppliers have been analyzed in the connections between contractors and subcontractors with the suppliers (Mitkus and Trinkuniene 2008). The options that are available for mitigating against the risks include: taking up insurance policies be it commercial or self-insurance by mergers and diversification. The organization does not have enough funds to undertake project to maturity but intense lobbying and charitable events are underway. This will assist raise enough fees for the construction and help feed some few more families. Our donors have also pledged to assist us always should the need arise and as last option we will turn to them for assistance.
Executive summary
The Hillcrest PLC (HPLC) utilizes organizational assessment as a tool for their continuing process in a bid to provide the most efficient, effective and responsive service to the disadvantaged families and children. This corporation comprises of richly talented, dedicated and selfless individuals offering professional services to the disadvantaged families and children to assist them obtain their capabilities and potential. The main objective in conducting the assessment is to evaluate the departments where the Hillcrest PLC is likely to experience an organizational hindrance that may prevent their ability to deliver effective and efficient services. Keeping that in mind, the exercise focuses on the internal elements, hindering or contributing to less than their maximum potential performance.
The organizational assessment is structured to provide a goal in the external review of the HPLC and tends to the reason of recording the process of review and the outcomes of the organizational assessment team. Included, herein, is a background of the organization, analysis, objectives, risk analysis and the methodology used to obtain the data. Additionally, the report provides the findings coupled with recommendations.
References
Mitkus, S. and Sostak, O.R. (2008). Modelling the process for defence of third party rights infringed when implementing construction investments projects, Ukio Technologinis ir Ekonominis Vystymas, 14:2, 208-223
Schein, E. (2015). Organizational Culture and Leadership: the Jossey-Bass Business & management, 4th edition. New Jersey: John Wiley and sons.
McGregor, L. and Doshi, N. (2015). Organizational culture: How company culture shapes employee motivation, retrieved on 12th April 2017 from http://hbr.org/2015/11/how-company-culture-shapes-employee-motivation>
Vose, D. (2010). Risk analysis: a quantitative guide. West Sussex, England: The Atrium
Afuah, A. (2003). Business models: a strategic management approach,NewYork: McGraw Hill companies.
