Page 215 - Managing Change in Organizations

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Chapter 12 ■ Diagnosing change
increased to approximately 40 per cent of
the requirement for engineers
1.4 The organization’s relationship with Not relevant
trade unions represented within the
enterprise
1.5 The extent to which human resources 1.42 Not at all
are considered strategically when
formulating and implementing
strategic decisions

2 Finance
2.1 The process of budget preparation 3.48 The company has a well-developed budget
system
2.2 The level of involvement of key staff 2.91 Often key staff have only limited involvement
in budget preparation partly because of time pressures
2.3 The extent of consistency between 3.88 The budgets are consistent (on paper)
divisional (unit) budgets and overall
organizational budgets
2.4 The extent to which financial budgets 3.04 On paper, yes
and strategic plans are compatible
2.5 The effectiveness of management 2.87 While a large amount of data is available,
control information in terms of their usefulness is limited
accuracy, relevance and timeliness
2.6 The attitude of managers to 1.96 There is a widespread lack of a commercial
management control information approach. The company has been making
losses in recent years. It is engaged in a
2.7 The extent to which managers take 2.72 considerable amount of work at prices which
corrective action to remedy problems are not profitable
of ineffective control
2.8 The extent to which feedback from 1.84
the management information system is
used to promote improved performance

3 Marketing
3.1 The contribution of each 2.71
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 3.98
Quality/Service 4.08
Delivery 3.68
3.4 The quality and extent of our 1.62
knowledge of competitors
3.5 The use made of market research and 1.44
its impact on product development

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