Page 213 - Managing Change in Organizations

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Chapter 12 ■ Diagnosing change
2 Finance
2.1 The process of budget preparation
2.2 The level of involvement of key
staff in budget preparation
2.3 The extent of consistency between
divisional (unit) budgets and
overall organizational budgets
2.4 The extent to which financial
budgets and strategic plans
are compatible
2.5 The effectiveness of management
control information in terms of
accuracy, relevance and timeliness
2.6 The attitude of managers to
management control information
2.7 The extent to which managers
take corrective action to remedy
problems of ineffective control
2.8 The extent to which feedback
from the management information
system is used to motivate
improved performance
3 Marketing
3.1 The contribution of each
product/service group
(division, unit) to sales and profit.
(Note: You may wish to tackle the
question for each group, division or unit)
3.2 The market position of each
product or service group
(market share, growth, maturity)
3.3 The extent to which this
organization competes in
Price
Quality/service
Delivery
3.4 The quality and extent of our
knowledge of competitors
3.5 The use made of market research
and its impact on product development
4 Operations/service
4.1 The level of cooperation between
marketing and operations/service
4.2 The extent to which the
information received from
marketing and finance is useful
for managing this function
4.3 Management understanding of long-run
trends in costs and performances
4.4 The extent to which management
are able to control costs

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