Organizational analysis
[1] This review is often performed in response to crisis, but may also be carried out as part of a demonstration project, in the process of taking a program to scale, or in the course of regular operations.
Conducting a periodic detailed organizational analysis can be a useful way for management to identify problems or inefficiencies that have arisen in the organization but have yet to be addressed, and develop strategies for resolving them.
A restructuring of an Organization may become necessary when either external or internal forces have created a problem or opportunity for improvement in efficiency and effectiveness.
The remaining four elements—shared value, staff, skill, and style—are fluid, difficult to describe, and dependent upon the actors within the organisation at any given time.
The 7S organisational analysis framework is based on the premise that all seven elements are interdependent, and must be mutually reinforcing in order to be successful.
These Scientific Management principles served a valuable purpose for the Ford Motor Company, where the first American, mass-produced automobiles were being created.
[6] The rational model views organizations as a mechanism that is made up of various parts that can be modified in order to create an output in the shortest amount of time and without deviation.
Behavior, cognitive, and other personal factors as well as environmental events, operate as interacting determinants that influence each other bidirectionally.
Based on a theorized blindness of a single perspective, Lee Bolman and Terrence Deal have designed a model that splits analysis into four distinct paradigms.
Organizational network analysis (ONA) is a method for studying communication within a formal organization to make invisible patterns of information flow and collaboration in strategically important groups visible.
[8] The method is applied by first mapping the relationships among people, tasks, groups, knowledge and resources of organizational systems.
Then, analyzing the collected data with a social network analysis software in order to find organic clusters, opinion leaders, peripheral and bridging actors, indirect relations that are otherwise invisible.
Henry Mintzberg outlines five ways to consider labor division: Performance management can be defined as 'an ongoing and continuous process of communicating and clarifying job responsibilities, priorities, and performance expectations in order to ensure understanding between supervisor and employee.
'[10] An important aspect of performance management involves designing specific measurable indicators as a means of gauging progress.
Performance indicators are typically quantified, with measurable descriptors like ratio, incidence, proportion, or percentage, to demonstrate progress.
[12] Performance measurement systems are often criticized for putting emphasis on indicators, at the expense of important outcome characteristics, which can lead to a misallocation of program funding resources and strategic endeavor.
Such laser focus creates a perverse incentive that might 'tempt staff to harass individual citizens [and] [businesses] to increase these values,' giving way to unintended consequences.
Alignment of the values, mission, communication style, and outcome measurements increase the likelihood of a successful collaboration.
[14] Organizational analysis can analyze a single organization and its internal functioning as well as a coalition of actors in collaboration for a certain goal.
A good example is "Organizational analysis of maternal mortality reduction program in Madagascar" by Harimanana, Barennes and Reinharz.
The Analysis of the information indicated that the Madagascar Ministry of Health is a poor leader of this effort, the programs did not translate well on the local level and the different actors did not cooperate well.
Mayor Adrian Fenty sought advice to determine what was the best way to effectively improve the Washington D.C. public schools.
Rhee set defined metrics in order to hold teachers accountable and measure whether they were reaching goals.
Casa de Esperanza immediately reached capacity, but the majority of occupants were Caucasian and African-American women.
Casa de Esperanza continued to serve women from all backgrounds, and received government stipends for their work.
[17] The theoretical model of the, "strategic triangle," can be applied in order to better understand the organizational challenges of Casa de Esperanza.
Kiepper believed that New Yorkers would regain trust in the Transit Authority if they saw crime decline and repercussions for fare avoidance.
The previous division of labor was broken down, and employees began to work across departments in order to improve the stations.
