August 8, 2006
This is a sample report for a fictitious organization. This sample is for you to see how the report is packaged and what types of information you will be able to retrieve from the report. The actual performance numbers and the ratings you see below are all simulated for the fictitious company.
Thank you for participating in the TBE's electronic Organizational Assessment program. This report is designed to help you assess your organization's performance and to help you identify areas for which you may want to focus your process improvement efforts. The following report is based on the ratings you supplied when you completed the online Organizational assessment.
All Sections Summarization
You selected an Industry type of ELECTRONIC when you completed the assessment on June 08, 2006.
Your Organization's total score of 502 is actually BELOW the Industry Standard score of 514.
The above chart shows your overall score. Your score was derived from compiling all your section and sub-section scores.
|Section||How Your Organization Scored|
|1 - Leadership||below the Industry Standard|
|2 - Strategic Planning||below the Industry Standard|
|3 - Customer and Market Focus||at or exceeds the Industry Standard|
|4 - Measurement, Analysis, and Knowledge Management||below the Industry Standard|
|5 - Human Resource Focus||at or exceeds the Industry Standard|
|6 - Process Management||below the Industry Standard|
|7 - Business Results||below the Industry Standard|
To see more detail on how your organization has scored in individual sections and sub-sections, please continue reading through this report card. If you find a section that you scored below your industry (also referred to as the Industry Standard), take a look at the sub-sections that make up the overall section score. You should be able to determine what sub-section(s) should be considered for improvement. But don't stop there!
Also examine this report to see where you are close to the industry standard. Being at industry standard is a nice place to be FROM, in other words, start an improvement project. Start Benchmarking! Get those numbers up so you can become better than your competition!
The following portion of this report contains each section and sub-section ratings that make up the overall score above. Each section below will have the detailed explanation of the section/sub-section and the corresponding chart for each section/sub-section. Pay particular attention to the category "Your Score" and "Your Organization's Score". If this entry is in RED then you have scored below your peers in your industry and some improvement is needed. If your score bar is GREEN then you're doing good and improvement action may not be necessary.
The Leadership Category examines HOW your organization's SENIOR LEADERS address VALUES, directions, and PERFORMANCE expectations, as well as a focus on CUSTOMERS and other STAKEHOLDERS, EMPOWERMENT, INNOVATION, and learning. Also examined are your organization's GOVERNANCE and HOW your organization addresses its public and community responsibilities.
|120 || 62 || 60 |
|The following charts represent the sub-sections that make up the overall section score above. These sub-sections are displayed in percentages.|
1.1 Organizational Leadership (70 pts.) Approach-Deployment Describe HOW SENIOR LEADERS review organizational PERFORMANCE.
Describe HOW SENIOR LEADERS review organizational PERFORMANCE.
Within your response, include answers to the following questions:
( 2) HOW do SENIOR LEADERS create an environment for EMPOWERMENT, INNOVATION, and organizational agility? HOW do they create an environment for organizational and employee learning? HOW do they create an environment that fosters and requires legal and ethical behavior?
c. Organizational PERFORMANCE Review
( 2) What are the KEY PERFORMANCE MEASURES regularly reviewed by your SENIOR LEADERS? What are your KEY recent PERFORMANCE review findings?
( 3) HOW do SENIOR LEADERS translate organizational PERFORMANCE review findings into priorities for continuous and breakthrough improvement of KEY business RESULTS and into opportunities for INNOVATION? HOW are these priorities and opportunities deployed throughout your organization? When appropriate, HOW are they deployed to your suppliers and partners to ensure organizational ALIGNMENT?
( 4) HOW do you evaluate the PERFORMANCE of your SENIOR LEADERS, including the chief executive? HOW do you evaluate the PERFORMANCE of members of the board of directors, as appropriate? HOW do SENIOR LEADERS use organizational PERFORMANCE review findings to improve both their own leadership effectiveness and that of your board and LEADERSHIP SYSTEM, as appropriate?
N1. Organizational directions (1.1a) relate to creating the vision for the organization and to setting the context for strategic objectives and action plans described in Items 2.1 and 2.2.
N2. Senior leaders' organizational performance reviews (1.1c) should be informed by organizational performance analyses described in 4.1b and guided by strategic objectives and action plans described in Items 2.1 and 2.2. Senior leaders' organizational performance reviews also might be informed by internal or external assessments.
N3. Leadership performance evaluation (1.1c) might be supported by peer reviews, formal performance management reviews (5.1b), and formal and/or informal employee and other stakeholder feedback and surveys.
N4. Your organizational performance results should be reported in Items 7.1–7.6.
1.2 Social Responsibility (50 pts.) Approach-Deployment
Within your response, include answers to the following questions:
( 2) HOW do you anticipate public concerns with current and future products, services, and operations? HOW do you prepare for these concerns in a proactive manner?
N1. Societal responsibilities in areas critical to your business also should be addressed in Strategy Development (Item 2.1) and in Process Management (Category 6). Key results, such as results of regulatory and legal compliance or environmental improvements through use of “green” technology or other means, should be reported as Governance and Social Responsibility Results (in Item 7.6).
N2. Measures or indicators of ethical behavior (1.2b) might include the percentage of independent board members, measures of relationships with stockholder and nonstockholder constituencies, and results of ethics reviews and audits.
N3. Areas of community support appropriate for inclusion in 1.2c might include your efforts to strengthen local community services, education, and health; the environment; and practices of trade, business, or professional associations.
N4. The health and safety of employees are not addressed in Item 1.2; you should address these employee factors in Item 5.3.
|HOW YOU SCORED IN SUB SECTION 1.2|
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