h. How well has management of the organization identified its stakeholders and customers? How well does the organization stay in close contact with these groups, and how well does it respond to changing demands?

i. How well does management identify the constraints on its flexibility, and how well does management work within those constraints and/or to overcome them?

4. Culture

a. To what extent are organizational members clear about “how we do things here”?

b. To what extent do organizational members agree that “this is a great place to work”?

c. To what extent are organizational members treated with respect and dignity?

d. Are differences among people respected and encouraged, or is the expectation one of bias and prejudice?

e. Is conflict surfaced and managed, or is it avoided?

5. Leadership

a. To what extent are senior leaders congruent and compatible with the mission of the organization? (Example: If the mission is more in the direction of basic science, leaders may need to be supportive if not laissez-faire as opposed to “hands-on” and highly directive—the scientists may need some freedom; if the mission is more in the direction of development and applied research, perhaps leaders need to be more declarative and directive.)

b. To what extent is succession planning a common and accepted practice?

c. To what extent are people who are selected for leadership chosen according to clear and evidence-based criteria such as self-awareness, relevant experience, learning agility (ability to learn from many different types of situations), vision, energy, and flexibility?

d. To what extent is there a systematic process of developing people for leadership on the basis of different job experiences, reflection, mentoring, and coaching?

e. To what extent does the leadership team inspire as opposed to simply managing? Does the team have the personal traits appropriate to this task—for example, are they compelling speakers, thoughtful listeners?

6. Management Practices

a. To what extent do managers hold the people who report to them accountable for their various levels of performance?

b. To what extent do managers make decisions in a timely manner?

c. To what extent do managers provide clarity to those who report to them about goals and what is expected of them?

d. To what extent does management provide recognition for high performance?

e. To what extent do managers provide performance feedback to those who report to them?

f. To what extent does management ensure that all staff receive adequate mentoring?

g. Is creativity recognized?

h. Does management provide channels for input from staff?



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