After having dealt with the measurement of the structural characteristics of culture, this section and the following ones concern themselves with studying and measuring the func- tions of culture, as they were described in Chapter 1. The measurement here is a rather loose one. It consists for each of the three functions of a series of questions intended to map how the function is achieved. In addition, there is a ‘report mark’ on a five-point scale, which gives an overall evaluation of how that function is realized. Of course, it is important to be as precise, considerate and honest as possible when one gives such an overall mark.
These questions are meant for the change agent. If the change agent answers them after the intervention as well, they may help him to evaluate the intervention and to pinpoint the issues on which he brought about real improvement.
Another possibility would have been to make scales of multiple-choice items and let you fill out a neat questionnaire resulting in one or more overall scores. Though this would have saved you time, and maybe even would have given you some sense of security, it would also have had some grave disadvantages. For starters, it would have curtailed your own thinking in a big way. Filling out a questionnaire prevents you from assessing what is important in the specific organization and from making use of that information when you take a decision. As it is, our brains are rather good at amassing a great deal of diverse information and coming up with an overall assessment. Moreover, denying yourself the possibility to think about single issues would also deprive you of the possibility of coming up with specific improvements and solutions. After all, this is not easy, and making it easy would do a huge injustice to the organization.
Reason for Being There
The questions the change agent must ask about the organizational reason for being there examine the topics discussed in Chapter 1. This involves the following questions:
Ĺ What problems does the organization help to solve for its environment?
Ĺ What improvements does the organization bring about in its environment?
Ĺ How can that be done more effectively and efficiently?
Ĺ In short, how can the organization offer its customers the greatest possible added value?
Ĺ To what degree does the organization contribute to something that goes beyond the life of its individual members, in the sense that it will be valuable to those who live after them as well?
Ĺ To what degree does the organization offer opportunities for belonging; that is, to what degree can the employees feel at home and part of the organizational community?
Ĺ To what degree does the organization provide its employees with a cause, a purpose beyond themselves; that is, does the organization aim at making the world a better place?
Ĺ What does the organization do best?
Ĺ Are the organization’s policies primarily of a long-term nature?
Ĺ Does the organization know where it is going?
Ĺ To what degree do the organizational members know its goals?
Ĺ Is the work challenging enough?
Ĺ Are the wages sufficient for the lifestyle the employees desire?
Ĺ Are the work and the organization pleasurable enough?
Ĺ Can the employees live from it as they want?
Ĺ To what degree does the organization succeed in doing something that is attractive and self-evident to all parties involved?
What is the strongest point of the organization’s reason for being there? What is the weakest point? Give the organization a report mark for its reason for being there on a five-point scale:
1. Insufficient 2. Just sufficient 3. Quite sufficient 4. Good
5. Excellent
Adaptation
The questions the change agent must ask about organizational adaptation examine the topics discussed in Chapter 1. This involves the following questions:
Ĺ How well is the organization attuned to the needs of its clients?
Ĺ To what degree is the organization an attractive, easily accessible, inexpensive and self- evident supplier and interaction partner to its clients? What systems do you share with them?
Ĺ What is the quality of the organization’s relations with its suppliers? What systems do you share with them?
Ĺ What is the quality of the organization’s relations with its shareholders?
Ĺ What is the quality of the organization’s relations with its fellow organizations in the trade – including its competition? What does it learn from them? What alliances are there?
Ĺ What is the quality of the organization’s relationships with the government and its legislation?
Ĺ What is the quality of the organization’s relationhips with its geographical neighbors and with the surrounding community at large?
Ĺ To what degree does the organization have an effective early warning system in place to detect relevant changes in the environment?
Ĺ To what degree can the organization effectively respond to relevant changes in the environment?
What is the strongest point of the organization’s adaptation? What is the weakest point?
Give the organization a report mark for its adaptation on a five-point scale:
1. Insufficient 2. Just sufficient 3. Quite sufficient 4. Good
5. Excellent
Coordination
The questions the change agent must ask about organizational coordination examine the topics discussed in Chapter 1. This involves the following questions:
Ĺ To what degree are the members of the organization aware of, and care about, the effects of what they are doing on their colleagues in other departments?
Ĺ To what degree are the members of the organization aware of, and care about, the effects of what they are doing on customers?
Ĺ To what degree are the members of the organization aware of, and care about, the effects of what they are doing on the organization as a whole?
Ĺ What improvements can you bring about in these respects?
Ĺ To what degree does the organization operate as a well-coordinated whole?
Ĺ To what degree is there real synergy in the organization?
Ĺ To what degree do departmental and individual interests prevail over the organizational common good?
Ĺ To what degree are the mutual expectations of departments, as well as of individuals, clear to all involved?
Ĺ To what degree will the members of the organization help and support each other if that is needed?
Ĺ What are the main constraints in the production process of the organization, and how can these be taken care of?
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