Critical Assessing of Performance Assessment Models and Proposing a New Model for Assessing Cultural Organizations

At the moment, we are exposed to apathetic descriptions of virtual organization, network organization and unbounded organization. Perversely, due to the presence of conscious personnel, modern organizations are more than ever energetic and emotional. So, personnel are necessities who detect the future fluctuations and in this way and by using their talents and abilities, are able “to create opportunities” for decision-making in their organization. Nowadays, the prominent organizational rivalry vantage is not determined solely by visual investments and financial savings, but the reliance is more on not visual organizational assets. Imitating the organizational culture and its way of act is more difficult than imitating technology, strategy or even products and services. On account of this, organizational culture and its abilities are the prominent elements of its success, which can be called “not visible assets”. If this unseen able asset (organizational culture) comes to existence, it can result in good performance and at the same time, increase personnel loyalty and create good relationship between organization clients and personnel. By considering this and in order to assess the ways to improve organizational performance, “cultural assessment” has introduced as a replacement for traditional methods of estimation. The result of this kind of assessment would be creating new conditions, liberation and personal ascendency and at the same time, advancement and materializing the organizational ideals. By cultural assessment, modern organizations give their personnel appropriate opportunities and good educational instruments so that they can by improving themselves, become committed to organization. Then, by being creative and increasing the values for clients, the personnel would become more useful and profit-maker.