Coppell Executive Team - ONI Report

Coppell Executive Team - ONI Report

Organizational Needs Inventory (ONI)

Executive Summary Report

Coppell Executive Team 2022 May 3, 2022

The Management Connection, Inc.

4444 Carter Creek Parkway, Ste. 110 Bryan, TX 77802

(979) 846-4481 www.profacilitator.com

Table of Contents

Executive Summary Report

1

Mindset

3

Connecting to the ONI

4

Key Areas

5

Predominant Leadership Style:

8 9 10 11 16 17 18 19

Definitions

Results

Sub-factors

Organizational Culture:

Definitions

Results

Sub-factors

Organizational Structure:

24 25 26 27

Definitions

Results

Sub-factors

Next Steps: Notes

29

Total Alignment Model

30

Executive Summary Report

These indicate perceptions by your team on the Actual (current) state of the organization versus their Ideal (desired) state. Interpreting ONI Results

Consider Gaps

Each score indicates placement on a spectrum between two extremes in three key areas: Predominant Leadership Style,

Organizational Culture, Organizational Structure.

Consider your organization’s history, attitudes, beliefs and traditions of its present members, and reflect upon what each gap indicates.

Gap scores provide a basis for planning and goal setting to move you toward your desired state. Keep your team’s Actual and Ideal in mind. These scores indicate perceptions that should never be ignored. Determine Desired Results Using your knowledge of these perceptions and Actual versus Ideal gaps, set goals after asking yourself the Key Questions to Consider. Action Plan

1

Executive Summary Report

What does Actual versus Ideal represent?

Actual

Ideal

Actual measures current picture of the organization

Ideal measures desired picture of the organization

Predominant Leadership Style

Key Areas

Organizational Culture

Organizational Structure

2

Mindset

Through thoughtful study and critical analysis, decide on the changes you will begin to make.

These changes will develop your Predominant Leadership Style, Organizational Culture, and Organizational Structure.

The changes made will be essential to position your organization to meet the challenges of the future.

Notice to users: This instrument is meant to assist in evaluating an organization. Usable results require proper administration and are subject to interpretation and proper action, all of which are beyond the control of Leadership Management International, Inc. and the author of the Organizational Needs Inventory. Therefore, Leadership Management International, Inc. and the author of the Organizational Needs Inventory disclaim responsibility for actions taken as a result of this study. 3

Connecting to the ONI

Examples: 1. 2. 3.

Needs Driven

When you are hungry – you need to eat When you are thirsty – you need to drink When you are tired – you need to rest

The ONI is a thinking tool. It causes you to think deeply about the organization.

The ONI is a perception tool.

Do not get stuck on the numbers. They are signage, not goals. Do not set goals based on the numbers. (The goal is not to be a “9.”)

It is not a report card.

The ONI will help you determine the needs of the organization. It’s value for you will depend upon how you interpret and apply the results.

Goals established from the ONI should be behavioral in nature. What leadership behaviors support the desired culture?

4

Key Areas

Predominant Leadership Style: Extremes

Directive

Participative

Good leadership is the judicious use of authority; managers have a right to command and followers have an obligation to obey.

Followers are transformed into self-leaders as they internalize their leaders' vision, mission, values, attitudes, strategies, and goals.

Organizational Culture: Extremes

Competitive

Supportive

Competition among employees, highly valued as a motivator, often reduces concern for cooperation and for the organization as a whole.

Members' mutual dependency, shared goals, and trust encourage cooperation and mutual empowerment.

Organizational Structure: Extremes

Bureaucratic

Versatile

Lots of rules, regulations, procedures, lines of authority and other structures

Informal, personal, and flexible; constantly changing as needed for effectiveness; quick to respond to environmental changes.

that make an organization stable but sluggish and rigid.

5

Key Areas

Predominant Leadership Style

Directive

Participative

Measures whether people are led by authority or by identification with organizational goals.

A. View of Human Nature B. Authority Orientation C. Team Orientation D. Motivational Style E. Nature of Supervision F. Empowerment G. Communication Style

Organizational Culture

Competitive

Supportive

Measures the degree to which cooperation is encouraged to achieve organizational and personal goals.

A. Shared Values & Beliefs B. Identification with Organization C. Trust D. Within-Company Cooperation E. Innovation

Organizational Structure

Bureaucratic

Versatile

Measures how the organization defines jobs, lines of authority, the ability to act independently, and the degree of cooperation allowed.

A. Nature of Jobs & Positions B. Nature of Controls C. Flexibility D. Formalization

6

7

ONI Executive Summary - Results

Predominant Leadership Style

8

Predominant Leadership Style - Definitions

Directive

Participative

A. View of Human Nature:

How management views employees (lazy to productive).

B. Authority Orientation:

Explains how authority is acquired and used in the organization.

C. Team Orientation:

The degree to which employees are encouraged and allowed to cooperate to meet the organization’s objectives.

D. Motivational Style:

The degree to which employees are externally or internally motivated.

E. Nature of Supervision:

The amount of freedom employees are given to do their job to help achieve organizational goals.

F. Empowerment:

How power is gained and used in the organization.

F. Communication Style:

Reports on the information available to employees (who controls it and how it flows).

9

Predominant Leadership Style

Sub-factors sorted by gap (largest to smallest)

Participants (13)

Notes:

10

Predominant Leadership Style: Sub-Factors

A. View of Human Nature:

Directive Employees tend to be lazy and to avoid work and responsibility; they must be told what to do and monitored closely.

Employees prefer to be productive and responsible; under good leadership they work independently and creatively solve problems. Participative

B. Authority Orientation:

Directive Authority is delegated to enable managers to get their work done through others; authority would be liberally used for that purpose.

Position authority is necessary but authority of competence would often carry more weight than authority of position. Participative

11

Predominant Leadership Style: Sub-Factors

C. Team Orientation:

Directive As often as not, groups undermine both motivation and efficiency. Only individuals can be held accountable for results.

Properly trained teams maintain a uniquely high level of self-discipline, self-motivation, productivity, and quality. Participative

D. Motivational Style:

Directive Motivation is based on a transaction (Compensation exchanged for productive effort) between employee and employer.

Going beyond a transaction, highest motivation results from a sense of ownership – shared values, goals, and responsibility. Participative

12

Predominant Leadership Style: Sub-Factors

E. Nature of Supervision:

Directive Close supervision is necessary to ensure high motivation and maximum productivity; when the cat's away the mice will play.

Where employees share their leaders' goals and values, close supervision may decrease motivation and sense of responsibility. Participative

F. Empowerment:

Directive Authority-based power is a manager's primary resource for influencing employees. Giving them more power undermines that influence.

Good leaders provide a sense of direction and then do everything possible to provide the resources employees need to perform. Participative

13

Predominant Leadership Style: Sub-Factors

G. Communication Style:

Directive Information is dispensed on a need-to-know basis. Too much information causes employees to meddle in others' areas.

A free flow of information is necessary for participative decision making, team building, shared goals and mutual support. Participative

14

15

ONI Executive Summary - Results

Organizational Culture

16

Organizational Culture - Definitions

Competitive

Supportive

A. Shared Values and Beliefs

The amount of harmony and mutual support in the organization.

B. Identification with the Organization:

The degree to which the employees and the organization’s values integrate.

C. Trust:

How dependable the organization feels its employees, customers, suppliers, etc. are.

D. Within-company Cooperation:

The degree of mutual support between departments and employees.

E. Innovation:

The level of creativity allowed or encouraged.

17

Organizational Culture

Sub-factors sorted by gap (largest to smallest)

Participants (13)

Notes:

18

Organizational Culture: Sub-Factors

A. Shared Values and Beliefs:

Competitive Shared attitudes and values are of minimal importance; the name of the game is authority, power, and productivity.

Shared attitudes and values are the basis for teamwork, cooperation, and willingness to sacrifice for the common good. Supportive

B. Identification with the Organization:

Competitive The value of identification with the organization is totally over-shadowed in importance by self-interests (opportunity for power, pay, position)

Members who strongly identify with their organization feel a sense of oneness with it. To support the organization is to support themselves. Supportive

19

Organizational Culture: Sub-Factors

C. Trust:

Competitive Trust can be valuable but is often less so than a good contract. It is of little importance where agreements are clear and authority is strong.

Trust is highly valued – the basis for sound, cooperative, mutually empowering relationships upon which leadership is based. Supportive

D. Within-company Cooperation:

Competitive Individual self-interest (competition for pay, power, and position) produces cooperation when it is needed to achieve an objective.

Cooperation, based on trust and shared self- interests, is necessary for maximum productivity and work satisfaction. Supportive

20

Organizational Culture: Sub-Factors

E. Innovation:

Competitive Specialists in research, design, advertising, etc. are paid to be innovators; others should stick to their assigned tasks.

Every member has the potential to be creative and innovative; each should be freed, motivated, and empowered to actualize that potential. Supportive

21

22

23

ONI Executive Summary - Results

Organizational Structure

24

Organizational Structure - Definitions

Bureaucratic

Versatile

A. Nature of Jobs and Positions:

The amount of structure or freedom allowed in jobs and positions.

B. Nature of Controls

The degree to which people are directed.

C. Flexibility:

How responsive employees are allowed to be to current demands.

D. Formalization:

How people in the organization relate to each other.

25

Organizational Structure

Sub-factors sorted by gap (largest to smallest)

Participants (13)

Notes:

26

Organizational Structure: Sub-Factors

A. Nature of Jobs and Positions:

Bureaucratic: Descriptions are clear, precise, and non-overlapping; employees are expected to limit their concerns to completing their assigned tasks.

Cross-trained members of self-directed teams and task-forces cooperate to assume responsibility for shared objectives. Versatile:

B. Nature of Controls:

Bureaucratic: Clearly defined standards (rules, regulations, etc.) plus close inspection and strong authority ensure conformity and predictability.

Heavy reliance on self-control, self-discipline, goal- directedness, and positive attitudes keeps employees productive and on target. Versatile:

27

Organizational Structure: Sub-Factors

C. Flexibility:

Bureaucratic: Formal controls, clearly delineated jobs, turf protection, emphasis on job security, and fixed career paths produce rigidity.

Commitment to growth, change, adaptability, and rapid response to environmental demands produces a high degree of flexibility. Versatile:

D. Formalization:

Bureaucratic:

Versatile:

Formality is expressed in use of titles, last names, status symbols, and commitment to proper codes of dress and behavior.

Status differences are discouraged; employees on different levels relate informally as persons of equal worth; all are important and valued.

28

Next Steps: Notes

29

Total Alignment Model

30