|Organizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)|
|Case 4: MASAI: Experiences in developing and using organizational assessment tools|
1 In terms of PME, for example, these include: basic unity in vision or orientation; common understanding of thrusts, targets, and indicators; and factual assessment of internal and external conditions. Or, in terms of the actual project methodologies or components, that there be a logical progression from inputs to activities to outputs to objectives.
2 For example, the same indicator may mean something completely different or have varying demands in terms of monitoring costs in different contexts. Or, a series of scattered informal education sessions may be more effective than formal centralized ones.
3 The LogFrame proceeds by: 1) making the desired goals, purpose, outputs, and activities/inputs of a project explicit; 2) checking for the logical consistency or flow between these; and then 3) checking whether they are present or not.
4 PLOCS defines an organization according to the important management functions of planning, leading, organizing, controlling, and staffing then inquiries to what extent these are performed. Organizational strengths and weaknesses are identified and appropriateness of the systems and procedures examined.