Change Implementation Techniques for Creating a Sense of Urgency

Technique 2.22 Fundamental Traits of Organisational Effectiveness

{product-noshow 9|name|cart|picture|link|border|menuid:206|pricedis3|pricetax1}

By responding to the following statements, you will analyse your effectiveness in implementing strategy and your organisation's health, ie it will identify areas that need attention

Rank*i

Organisational traits


Response*ii




always

sometimes

never

1*iii

Everyone has a clear understanding of the decisions and actions for which he or she is responsible




2*iv

Important information about the competitive environment gets to headquarters quickly




3*iii

Once made, decisions are rarely second-guessed




4*iv

Information flows freely across organisational boundaries




5*iv

Field and line employees usually have the information they need to understand the bottom-line impact of their day-to-day choices




6*iv

Line managers have access to the metrics they need to measure the key drivers of their business




7*iii

Managers up the line are involved in operating decisions




8*iv

Conflicting messages are rarely sent to the market




9*v

The individual performance-appraisal process differentiates high, adequate and low performers




10*v

The ability to deliver on performance commitments strongly influences career advancement and compensation




11*iii

It is more accurate to describe the culture of this organisation as "persuade and cajole" than "command and control"




12*iii

The primary role of corporate staff is to support the business units rather than to audit them




13*vi

Promotions can be lateral moves (from one position to another at the same level in the organisation)




14*vi

"Fast track" employees can expect promotions more frequently than every 3 years




15*vi

On average, middle managers have more than 4 direct reports




16*v

If the organisation has a bad year, but a particular division has a good year, the division head will still get a bonus




17*v

Besides pay, many other things motivate individuals in this organisation to do a good job





Notes

i. Statements are ranked in order of importance

ii. The more "always" responses, the better shape the organisation is in; on the other hand, the greater the proportion of "sometimes" and "never" responses, the more the organisation needs help.

iii. These statements refer to clarifying "decision rights"

iv. These statements refer to aligning "motivators"

v. These statements refer to making changes to organisational "structures"

NB Generally, there is too much focus on organisational changes in efforts to transform organisations, and not enough on the others 3, ie decision rights, motivators and structures

(source: Gary Neilson et al, 2008)


Free
5 5 1 Product

1 Month

Start your Change Management Plan today

With our FREE Basic membership


FREE fast start guides to review your organizations

FREE access to change management knowledge base

FREE change management case review

 

JOIN NOW


Become a Member - the benefits:

  • Ability to download a hardcopy(s) of the entire 5 x volume knowledgebase
  • Copy, paste and print content of interest
  • Be personally notified about regular content updates
  • Receive advance copies of the newsletters (including interesting articles)
  • Receive notification of upcoming events like Change Management Masterclasses

designed by: bluetinweb

Free 1:1 Consultation

get a free 1:1 consultation to apply
the relevant concepts to your specific
change management project