Coordination,
and control; clarity or lack of clarity about goals, roles or expectations;
references to planning, budgeting, and evaluation; discussion of analysis or its
absence (for example, feasibility studies, institutional analysis); issues
around policies and procedures.
Reorganizing,
implementing or clarifying policies and procedures; developing new information,
budgeting or control systems, adding new structural units, planning processes,
boss-subordinate relationship, establishing standards
What
is the organization's size and age?
What is it's stated purpose? What does it do?
After
reviewing a copy of the organizations chart, which of the following best
describes the organization: One Boss, Dual Authority, Simple Hierarchy, Circle
or All-Channel Network?
How
is coordination achieved among departments and personal? How do members
interact?
What
is the organizations geographical distribution of its members?
What
are the organizations core processes and do you think they align with the
organization's structure?
What
is the decision-making process? What's the structure of the decision-making
process?
Are
there external pressures that affect the organization's structure?
Does
the organization have a plan? How is it used? Short-term or long-term plan?
How
is labor divided? Who gets what work?
How are the differentiate parts coordinated? Integration?
What
are the organizations goals? Are they clear? Consistent? Are they talked about
or are they not talked (Taboo goals).
Describe
the information technology? Flat or vertical structure?
Where does it fit/relate in it's larger organizational context?
Who are its major stakeholders?
Other
Observations:
Discussions
of individuals' feelings, needs, preferences or abilities (for example, problems
of individual performances or staff quality); references to the importance of
participation, listening, open communications, involvement in decision-making,
morale; discussion of interpersonal relationships; emphasis on collaboration,
positive regard, and a sense of family or community
Processes
of participation and involvement (task forces, open meetings, etc.), training,
recruiting new staff, workshops and retreats, empowerment, organization
development, and quality-of-worklife programs, helping and listening to others,
joining with others
Is
the management style Theory X or Theory Y?
Are
individuals empowered to make their own decisions? At what level?
How
much autonomy is there?
How
are employees rewarded?
How
are employees thanked?
Does
the organization have performance reviews? How often? What is the objective of
the performance review?
Do they have a knowledge management system? How do they share information?
What
is the nature of the workforce? Educated and professional? Are there a lot of
continual changes within the workforce?
Describe
the work environment? Stable? Simple? Complex? Adaptable?
How
secure do employees feel about their jobs?
Does
the organization hire/promote from within? How does this affect the
organization?
Does
the organization focus on job enrichment? If so, how?
How
are individuals interviewed and hired?
How
are employees trained and educated? Are employees happy with this process?
How are employees socialized into the organization? Is there a systematic process?
Are there mentors? Formal? Informal?
How
are the results of the organization shared with employees (monthly meetings,
newsletter, email)?
What
financial and non-financial benefits exist with the organization? (profit
sharing, bonuses, etc)
Do folks understand the organization culture, if so, by what methods?
What do you know about its formal HR policies/processes?
How do people understand the informal system?
Is
there evidence of teamwork within the organization? What motivates associates
to work together?
Other
Observations:
Focus
on conflict or tension among different constituencies, interest groups, or
organizations; competing interests and agendas; disputes over allocation of
scarce resources; games of power and self-interest
Bargaining,
negotiation, advocacy, building alliances, and networking with other key players
What
are the key institutions that interact with the organization and how do they
have an impact on the organization's day-to-day operations?
What
are the scare resources of the organizations? How are these resources allocated
within the organization ?
Where
does the concentration of negotiation take place within the organization (goal setting,
agenda setting)
Do
you see evidence of coalitions, if so, where?
Do
you see evidence of conflict or conflicts of interest within the organization,
if so, where?
Do
you see evidence of bargaining and jockeying for position?
How is conflict used? To win? To be creative?
Describe
the applicable power structures -
Position Power -(authority structures)
Information and Expertise (power flows to those who have information and know-how to solve problems)
Control
of Rewards -(ability to delivery jobs, money, political support or other
rewards)
Coercive
Power -(ability to constrain, block, interfere, or punish ie., union's ability
to walk out)
Alliances
and Network -(getting things done through a network of individuals and groups)
Access
to decision arenas and control of agendas -(the interests of those with a
"seat at the table" are often well represented, while the concerns of
absentees are often distorted or ignored)
Framing:
control of meaning and symbols -(very subtle and unobtrusive -ability of
leadership to define and impose the meaning of myths that define identity,
beliefs, and values)
Personal
Power -(individuals with charisma, verbal facility and energy hold power
independent of other
How
would you map the political terrain?
Discussions
of institutional identity, culture or symbols; discussions of the image that
will be projected to different audiences; discussion of the symbolic importance
of existing practices, rituals or artifacts (for example, symbolic attachment to
an old building on campus); emphasis on influencing how different audiences will
interpret or frame an activity or decision
Creating
or revitalizing ceremonies, and rituals, working to develop or restate the
institution's vision, working on influencing organizational culture, using self
as a symbol, using metaphor, using powerful figurative language
Describe any traditions the organization may have and the influence they have on the mission?
Are
there rituals or ceremonies? (new hires, monthly events, external
activities)
Describe common stories folks want to tell.
Explain the employee performance evaluation process in symbolic terms. How does it tell us what the organizations believes is most meaningful?
How
does the organization view change? Has the organization undergone change, how
well did it go?
What beliefs are there about time?
What
are the metaphors that could describe this organization? (e.g., theater, carnival)
What
types of activities or responsibilities are carried out for symbolic purposes?
Do folks understand the organization culture, if so, by what methods?
What are the espoused values? Are they reflected in the behaviors?
What are the major artifacts that tell you about the place?
Can you learn anything about the tacit assumptions that will tell you how things really get done?
Which
groups or organizations monitor the symbolic actions of this organization?
What
is the organization's vision? Who has an influence on this vision (internal and
external)?
Other
observations: