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University of Makati

University of Makati. S trategic E ducational M anagement (DEM 329). by : Jayson C. Timtiman. University of Makati. Internal Assessment: A Framework for Organizational Diagnosis. ?. ?. ?. by : Jayson C. Timtiman.

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University of Makati

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  1. University of Makati Strategic Educational Management (DEM 329) by: Jayson C. Timtiman

  2. University of Makati Internal Assessment: A Framework for Organizational Diagnosis ? ? ? by: Jayson C. Timtiman

  3. Internal Assessment in evaluating the performance of an enterprise or any organization.

  4. What is Internal Assessment? Internal assessment involves the process by which an organization assesses its policies and systems internally.

  5. Recall: 1st Evaluating Performance Outputs and Outcomes 2nd Evaluating Organizational Competencies and Capabilities 3rd Evaluating Utilization of Resources 4th Evaluating Management Process 5th Evaluating the Four Management Functions 6th Evaluating Teams and Individuals

  6. 7th Level of Assessment: Evaluating Physical Assets and Set-up, Working Conditions and Environmental Surroundings

  7. vs vs

  8. The competitiveness of an enterprise and product or service quality of development organization can at times, be established by the state of its physical assets, more particularly the machinery and equipment it owns.

  9. Inside the Factory Outside the Factory Road system for the ingress and egress of goods and services, the sewerage and drainage system, utility connections (electricity, water and communications) and weather or climate conditions. physical set-up, layout, work flow, lighting ventilation, pollution levels, water conditions, and so on.

  10. Science of Management Art of Management

  11. Proximity to sources of supply or convenient access to the market improve competitiveness The presence of good highly skilled labor is another factor

  12. 8th Level of Assessment: Evaluating Organizational Affiliations, Alliances and Linkages

  13. An organization’s strengths lies not just within itself but the network of organizations it is linked, allied and affiliated with. Symbiotic partnerships and synergistic mergers strengthen the organization

  14. Organizational Affiliates Advertising Public Relation Firms Auditing Firms Industry Associations

  15. Henry Sy

  16. 9th Level of Assessment: Evaluating Top Management, Board Members and Leadership

  17. More often than not, they are the people commissioning the evaluation in the first place. I see you! Okay… Big boss boss

  18. Three Qualities Demanded of Board Member Leaders and Top Management 1st The ability to govern and provide direction 2nd The ability to mobilize, motivate and raise the people’s morale to perform according to their best potentials 3nd The ability to ensure that there are adequate operating and control systems and that these are working well, with attendant checks and balances properly in place

  19. Top Management must be assessed according to their ability to plan, organize, direct, implement, motivate, evaluate, control and reward Board members, top management must be measured in terms of the performance of the organization’s functional and staff units because they have command responsibility over the entire organization

  20. 10th Level of Assessment: Evaluating Strategic Fit or VSOP Consistency

  21. The Management Processes which link objectives, strategies, organization and people must be evaluated

  22. Are the motivation, evaluation, controlling and rewarding processes encouraging the people to perform the strategies or tasks? Are the organizational structure, systems and resources allowing planning, decision making and implementing processes to lead to the accomplishment of the strategies and tasks? Are the organizational structure, systems and resources providing the right leadership, selecting the right people, fostering better relationships and supporting the people?

  23. VSOP Strategic Fit Organization STRATEGIES Structure Systems Resources Programs Activities Tasks Capabilities Attitudes PEOPLE

  24. VSOP Strategic Fit STRATEGIES Programs Activities Tasks Motivating Evaluating Controlling Rewarding Capabilities Attitudes PEOPLE

  25. VSOP Strategic Fit Organization STRATEGIES Programs Activities Tasks Structure Systems Resources Planning Decision-Making Implementing

  26. VSOP Strategic Fit Organization Structure Systems Resources Leading Staffing Relating Supporting Capabilities Attitudes PEOPLE

  27. VSOP Strategic Fit Organization STRATEGIES Programs Activities Tasks Structure Systems Resources Planning Decision-Making Implementing Vision Mission Objectives KRAs PIs Motivating Evaluating Controlling Rewarding Leading Staffing Relating Supporting Capabilities Attitudes PEOPLE

  28. Resources: Strategic and Planning by Dr. Morato http://www.blurtit.com/q525079.html http://www.cliffsnotes.com/study_guide/The-External-Environment.topicArticleId-8944,articleId-8859.html

  29. Thank you and God bless us all!

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