Organizational Assessments

Through our extensive experience in diagnosing organizations, Global Diagnostics has developed a large number of organizational assessments that measure a wide variety of specialized topics.  These surveys give management greater insights into their organizations and help to identify pathways to organizational improvement.

Assessments are available to measure issues such as readiness for change, employee perceptions, management attitudes, and supervisory behaviors.  We can also customize assessments to meet the unique needs of your organization. All of these Profiles have been translated into several languages. Translation into additional languages is available upon request.

Organizational Assessments provide a detailed look at the strengths and weaknesses of specific areas and functions within a company. Results from these assessments can be used to measure and improve topics such as communications, sales force effectiveness, and problem solving techniques to name a few. The following are some of our most popular assessments.

Organizational Assessment (OA)

How ready is the organization to change, to adapt, to innovate, and to move in the direction defined by the needs of the marketplace?  The Organizational Assessment analyzes those characteristics of organizations that facilitate and inhibit the change process.  Readiness for change is assessed in four broad areas: People/Culture; Systems/Technology; Leadership and Decision Making.

Priority Consensus Process (PCP or Q-SORT)

An organization that functions effectively rests on a foundation of agreement among its members about a common set of goals and priorities. The Q Sort Consensus Process is a tool for achieving consensus among members of an organization.  The Q Sort can be used to facilitate the strategic planning process by measuring and clarifying the extent to which individuals in a management team are in agreement about future goals, priorities, or directions for the organization.  This objective measure of individual priorities clears the way for achieving consensus and team building.  The Q Sort Consensus Process is also an effective technique for resolving communication failures within an organization by bringing out disagreement while focusing on common goals and priorities through objective measurement.

Ready, Willing and Able (RWA)

The RWA assessment measures the organization’s capacity for change. For an organization to successfully move from the current state to an envisioned future state, people need to be ready, willing and able to change. If they are not, the change effort is at risk. Change capacity is assessed over three dimensions and 20 topics: Ready (6 topics), Willing (5 topics) and Able(6 topics).  In addition to identifying the level of organizational capacity for change, the RWA can help identify whether the organization’s processes, tools and infrastructure support the desired change.

Management Attitude Profile (MAP)

The Management Attitude Profile assesses the extent to which respondents are in agreement with 26 principles of effective management and supervision.  These 26 principles are grouped into six major categories as follows: Supervisory Style; Attitude Toward Planning; Communication; Attitude Toward Change; People Orientation; Motivation.  The results of this assessment are presented as a percentile score which indicate the respondents performance relative to over 13,000 managers that have taken this survey over the past 20 plus years.

Communications Profile (CP)

The Communications Profile allows respondents to provide feedback about the clarity of the communication and their perceptions about what was said at a meeting, watching a video, or through other methods of communication.  The Communications Profile is given to employees at all levels of the organization after hearing a message about the company’s new priorities.  Often these priorities are developed from the Q-Sort.

Employee Perceptions Profile (EPP)

The Employee Perceptions Profile is designed to assess organizational effectiveness through the perceptions of employees about six general categories: Productivity Focus, Employee Involvement, Technology/Process Improvement, Capacity for Change, Leadership, and Openness to Communication.  Within these six categories, employee perceptions can be measured across 22 topics. The Employee Perceptions Profile is designed to present a general picture of an organization, and to indicate which areas need more in-depth examination.

Executive Profile (EP)

The Executive Profile assesses two important dimensions that characterize the life of a business: the external/internal dimension and the innovation/control dimension.  The Executive Profile assesses the actual current status and the future ideal status of the organization in relation to 28 business functions defined by these two dimensions.  The Executive Profile also contains a self-assessment of the areas of responsibilities of each executive in relation to these 28 business functions.

Competitive Advantage Profile (CAP)

The Competitive Advantage Profile assesses the perceptions of management about the competitive advantage of their products or services. The results of this analysis provide a picture of competitive strengths and weaknesses, and the degree of agreement among managers about the competitive position of the company. The administration of the Competitive Advantage Profile is intended as the first step in the development of a more effective and sustainable competitive strategy.

Problem Solving Style Profile (PSP)

The Problem Solving Style Profile provides a description of the problem solving style of each respondent as well as an assessment of the dominant style within the company.  This allows individuals to contrast their individual problem solving styles effectively in team building sessions and in organizational development activities that focus on goals and human resource development.

Supervisory Style Profile (SSP)

The Supervisory Style Profile assesses the actions of a supervisor on 10 dimensions of effective supervision.  The ‘self’ form is a self-report by the supervisor. The ‘others’ form is an assessment on the supervisor from the perspective of subordinates and/or superiors. This type of feedback is effective in producing behavioral change.

Maintenance Function Profiles (MP, PMP and MFP)

The Maintenance Functions Profiles assess the perceptions and attitudes of personnel toward the maintenance system at their company. Three different forms of the assessment are available: the Maintenance Functions Profile for supervisors and managers within the maintenance operation; the Maintenance Profile for the maintenance personnel; and the Production and Maintenance Profile for the production personnel who work in the areas serviced by the maintenance personnel. The results of these assessments provide information about how the maintenance system should be modified and what types of training are necessary to improve the effectiveness of the maintenance system. A comparison of the perceptions of maintenance supervisors, maintenance employees, and production employees provides a strong indication of the problems and opportunities to improve the maintenance system.

Communication Pattern Analysis Profile (CPAP)

The communications patterns of an organization are sensitive indicators of productivity and quality problems. The Communications Pattern Analysis Profile assesses how much time people spend in various aspects of communication and evaluates the effectiveness of the communication process. The results can be used to improve the efficiency of the communication processes, and to increase the amount of time that employees spend on high payoff tasks.

Product Quality Profile (PQP)

The Product Quality Profile assesses perceived levels of product quality, the causes of quality problems, and the consequences of good and poor product quality. This assessment identifies those factors that need to be addressed in a program to improve product quality. Variations from area to area provide information relevant to the implementation of quality improvement activities.

Sales Training Needs Profile (STNP)

This profile identifies the barriers to improving the effectiveness of the sales force. Sales people and sales managers identify the issues that would improve sales techniques, sales tools, and the sales management system. The Sales Training Needs Profile contains 44 items with one form for sales managers and another form for sales people. The results identify specific changes that are needed to improve sales.

More detailed descriptions of these assessments as well as examples of reports and questionnaires are available by contacting us at