Use 5.  Evaluating management grip

Management’s understanding and control can be quantitatively evaluated by using a scoring system. This does not measure the performance of the organization (this is measured by the performance aspect), but it does measure management’s ‘grip’ (understanding, evaluation, planning). Each issue is applied to each of the 55 elements and assigned a score, as suggested below.

2 points: Issue is thoroughly understood, documented and reviewed on a periodic basis.
1 point:   Issue is understood on an informal basis but not documented or quantified.
0 points: Issue has not been discussed or is subject to conflicting views.

Examples of the issues applied to various elements:

Analysis of  'Relationships': The key relationships are documented  and reviewed on an annual basis. - 2 points

Evaluation of  'Impact': It is not known whether the head office engenders in visitors a positive or negative attitude or how this compares with  the head offices of  peer organizations. - 0 points

Strategy of  'Customers': The strategy is to increase the customer base by 25%, but this has not been documented as to what category of customer this refers to, or over what period. - 1 point

The scores resulting from the three issues applied against the relevant elements are added to give an overall total, which is then divided by 330 (no. of elements x no. of issues x maximum points) to give a rating for the management grip of the organization or department under consideration. Alternatively, a subset of the model can be used, for example, to evaluate the culture. In this case, the score is divided by the number of elements x 6 (no. of issues x maximum points), to arrive at a rating for the management grip for that subset. >>>