Page 216 - Managing Change in Organizations

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Techniques for assessment
4 Operations/service
4.1 The level of cooperation between 1.82 There is a strong feeling that contracts are
marketing and operations/service agreed at prices and staff-hour rates which
are not economic, and which do not provide
4.2 The extent to which the information 2.17 sufficient profit margin. Schedules, which
received from marketing and finance bear little relationship to what is achieved.
is useful for managing this function This means that project managers take on
agency staff at high costs and also accept
some disruption in consequence. There is
limited incentive to improve cost
performance
4.3 Management understanding of 2.04
long-run trends in costs and
performances
4.4 The extent to which management 2.92
are able to control costs
4.5 The level of inventory in relation to Not relevant
output and sales (and the relationship
between raw material, work in
progress and finished goods, stocks)
4.6 The adequacy, age and stage of 3.42 The company has ‘state-of-the-art’
repair of plant equipment computer-aided design facilities
4.7 The flexibility of use of plant, 3.47
equipment and facilities
4.8 The level of investment compared 2.91
with the average for the industry

5 Corporate/business development
5.1 The organization’s investment in 2.11 The company has lagged behind in
development technology and is therefore less able to enter
5.2 The ability of the organization to 2.76 or be credible in key new markets (nuclear
respond quickly to market or energy, pharmaceutical applications, etc.).
competitive pressures Little effort is devoted to innovation and
improvement. Products/service development
5.3 The organization’s ability to exploit 1.91 is inadequate. Little attention is paid to
new products
feedback from the marketplace through
5.4 The extent to which the organization 2.07 marketing department, operations
pursues opportunities for department, etc.
product/service improvement
5.5 The integration of development with 2.01
market, operations, finance,
design, etc.
5.6 The extent to which the organization 2.71
is able to exploit outside sources for
development purposes (e.g. joint
ventures, consultants)

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