What is the strongest point of the organization’s coordination? What is the weakest point?
Give the organization a report mark for its coordination on a five-point scale:
1. Insufficient 2. Just sufficient 3. Quite sufficient 4. Good
5. Excellent
the organization. It also means that we are not hampered in our work by all kinds of needless and unwanted regulations and other hindrances.
Manageability Scale
(a) Whether I do a good job in this organization is fully up to me.
(b) There is no real solution for many problems here.
(c) Planning is pretty good in this organization.
(d) The things that I need to do a good job here are just not in place.
(e) Doing something really well is very difficult here.
(f) When I do my best, I can accomplish anything here.
(g) I have all the freedom I need to do my job well.
(h) Without the right breaks, it is impossible to be successful in this organization.
(i) Everything that can go wrong does go wrong in this organization.
(j) It is relatively easy to implement improvements in this organization.
The answering possibilities are:
Yes: 1 No: 0
The manageability score is computed by adding and subtracting the scores for the items in the following way:
a−b+c−d−e+f+g−h−i+j=the manageability score.
It can vary from 5 signifying very manageable to−5 signifying very unmanageable.
Comprehensibility
Comprehensibility here means the degree to which an organization and its culture make sense to us and the degree to which we understand it. In a comprehensible organization, the way things happen must be clear and transparent. We must know why we do the things we do. Also, the effects of different lines of conduct must be sufficiently clear, while the behavior of relevant other people must be satisfactorily predictable as well.
Comprehensibility Scale
(a) When I talk to people in this organization, I get sometimes the feeling that we live in totally different worlds.
(b) Essentially, I do not really understand this organization.
(c) The organization is often in a puzzling way contradictory in what it says and what it does.
(d) When I do something in this organization, I know pretty well what consequences it will have.
(e) I pretty much know what I can expect from my colleagues.
(f) I really don’t understand what my manager wants.
(g) I know what quality and quantity of work are expected of me.
(h) The feedback I get on what I do enables me to improve my work.
(i) It is not at all clear to me what exactly most of my colleagues do.
(j) I know what I have to do to do a good job.
The answering possibilities are:
Yes: 1 No: 0
The comprehensibility score is computed by adding and subtracting the scores for the items in the following way:
a−b−c+d+e−f+g+h−i+j=the comprehensibility score.
It can vary from 5 signifying very comprehensible to−5 signifying very incomprehensible.
Meaningfulness
Meaningfulness here means that what we do in the organization has intrinsic value and purpose. We can show our true worth in the organization; that is, we can prove ourselves.
This involves our profession and the status of the organization, as well as the greater good we stand for. This is concerned with how much working in the organization adds to the meaning of our lives.
Meaningfulness Scale
(a) Working here means a lot to me.
(b) I find working for this organization not so interesting.
(c) Working in this organization has a clear purpose for me.
(d) I often ask myself why I am working here.
(e) The sense of some of the things I do here escapes me completely.
(f) Working here does not make my life more meaningful.
(g) By working here I feel like I am contributing to a greater good.
(h) I know exactly what I am doing here and why I am doing it.
(i) Making something out of my work is a frustrating and difficult undertaking.
(j) My colleagues significantly add to the quality of my life.
The answering possibilities are:
Yes: 1 No: 0
The meaningfulness score is computed by adding and subtracting the scores for the items in the following way:
a−b+c−d−e−f+g+h−i+j=the meaningfulness score.
It can vary from 5 signifying very meaningful to−5 signifying very meaningless.
Evaluation
Evaluation is concerned with assessing the effects and value of the intervention and taking care of the results of the project. This assessment involves questions such as:
Ĺ How effective is the intervention?
Ĺ How efficient is the intervention in producing the intended result?
Ĺ What are the critical incidents and main bottlenecks during the intervention and how can they be dealt with?
Ĺ What is the project’s added value?
Ĺ Which desired side effects does the intervention have?
Ĺ Which undesired side effects does the intervention have?
Ĺ How can the intervention be improved?
Ĺ How can the intended effects of the intervention be secured? How can they be anchored in the habitual management cycles?
Ĺ How can the results of the intervention be used to advocate similar interventions else- where?
Essentially, evaluation is not a separate step in an intervention, but takes place during the whole project. Evaluation consists of gathering relevant data in a more or less systematic way, but without excluding relevant data that fall outside the scope of the regular procedures.
These data are then ordered, in such a way that this ordering results in relevant information:
frequencies, averages, measures of variation, significant differences and correlations. The next step then entails interpreting that information and giving it meaning. Relevance here implies that we must place ourselves mentally in the positions of all parties involved and examine what are the important outcomes for each of them, without losing sight of the goals of the interventions. Essentially this is about empathy.
Evaluation can also encompass comparing pre- and post-test measures, as well as com- paring these results with those of one or more comparison groups. Other options are determining the effects of the intervention on a number of other variables, such as produc- tivity, turnover, sick leave, work satisfaction and the variables described in the previous section. Moreover, post-testing can involve several measures at different times, to examine whether the effects are stable or need some reinforcement.
Evaluation is a part of knowledge management. By looking closely at the procedures followed to bring about the cultural change and their results and recording them, the organization gains a knowledge advantage over its competition.