An Audit of Organization effectiveness group

An Audit of Organization effectiveness group



 Organization effectiveness group

The organizational effectiveness group was founded in 1995 with its Diana Peter-son more being the principle leader. The organization has one sole leader who performs the consulting services on the effectiveness of various organizations. The vision of the organization is ‘’I dream…therefore I am’’ while the mission is to assist organization to align individuals goals, using breakthroughs leading-edge processes and products. The organizational effectiveness group approach is unique and thus provides every organization with hope for success in the future. According to the research, various organizations such as Fred Loya, Ph.D., Executive Director Santa Anita Family Services gave thanks to Diana for the retreat facilitation on their organization. OEG’s principal, Diana Peterson-More, is more professional, flexible, creative, and empathetic. She engages the organization, the person, and the issues head-on. Therefore, this allows her to understand the challenges and then propose for effective solutions to the problem.

Moreover, according to Martin et al. (2001) has shared the importance of shared belief and the value of the effectiveness of the organization. He argues that shared meaning has a positive impact on an organization’s members all work from one framework of values and beliefs which forms the basis of operation and effective communication. Therefore, from the organizational effectiveness group, there is a strong power and effectiveness based on the above theory since it has single leadership and hence there is an accurate and effective communication process than the other organizations that have various leaders. However, Diana understands the effectiveness of the employees and leaders cooperation since she has some experience in human resource management. These skills allow her to understand and then implement the knowledge to other people in various organizations who needs assistance. The effective communication process in OEG due to reduced barriers have promoted to its success.

The organizational effectiveness group (OEG) has no departments or units but has a CEO who is Diana Peterson who controls all the operations. This medium has allowed her to make various decisions due to the absence of consulting partners. OEG organization’s climate and culture are satisfying, and the atmosphere is perhaps friendly. In this organization, the CEO Diana enjoys her work through self-corporation in the performance of duties and roles. The company enjoys the benefits of single-purpose business and group with a faster decision making process and also enjoys all the profits that come with the operation. Therefore, a good culture has the power to establish a pleasant atmosphere and good organizational workflow without resistance increasing the interest to perform quality work process.

The improvement and reforms of the OEG organization were closely monitored. The evaluation process was performed to check on any existing stakeholders supporting the organization. However, from the research, the auditors were only allowed to investigate on some areas while not all. Therefore, there is only an improvement format identified stating that the organization wants to expand its wings to become global service providers. According to Diana, there are many firms and individual that needs consultation services to bring hope to whatever areas of life or business they experience some difficulties. Since the organization is led by a single person, it becomes easy for the implementation of various programs that the organization might need to implement for its effectiveness. Moreover, the conflict resolution process is quick in the organization since it involves the evaluation of self and the organization. No significant intervention is needed.


Martin, R., & Epitropaki, O. (2001). Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes. Group processes & intergroup relations, 4(3), 247-262. Areas/Organizational Audits.htm