Effectivness and Efficiency | |
Is the degree of efficiency high, medium or low ? high |
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Is the degree of effectiveness high, medium or low ? high |
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Exploitation and Exploration | |
Does the organization have a high or low product innovation? high |
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Does the organization have a high or low process innovation? high |
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Does the organization have a high or low concern for quality? high |
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How does the organization's price level compare to its competitors? high |
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Does the organization operate in an industry with high or low capital requirements? high |
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Diversity | |
Does the organization have many different products ? many |
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Does organization operate in many or few different markets ? many |
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Does the organization operate in more than one country? If yes, is the activity level abroad greater than 25%? yes - activity level greater than 25% |
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Does the organization have many different products in the foreign market ? many |
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Environment | |
Is the organizational environment simple or complex ? simple |
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What is the level of uncertainty of the environment? low |
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Is the equivocality of the environment low or high? low |
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Is the organizational environment hostile - how tough is the competition? extreme |
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Current Configuration | |
What is the organization's current organizational configuration? simple |
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Is the current organizational configuration a bureaucracy? machine bureaucracy |
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What is the current degree of virtualization? high |
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What is the current configuration's degree of internationalization? multinational |
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Current Complexity | |
How many different job titles are there ? very few |
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What proportion of employees hold advanced degrees or have many years of specialized training ? 0 to 10 % |
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How many vertical levels separate the chief executive from those employees working at the bottom of the organization ? 1 or 2 |
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What is the average number of vertical levels for the organization ? 1 or 2 |
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Including the main center, how many geographic locations are there where organization members are employed? 1 or 2 |
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What is the average distance of these outlying units from the organization's main center? less than 10 miles |
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What proportion of the organization's total work force is located at these outlying units ? less than 10 % |
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Age/Ownership | |
How old is the organization ? young |
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What kind of ownership does the organization have ? private/controlled by owner |
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Technology | |
What is the major activity of the organization ? production |
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What kind of technology does the organization have ? a mass production |
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Does the organization have a routine technology? no |
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Is the technology divisible? highly |
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Does the organization have a strong or weak dominant technology? weak |
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Does the organization use or plan to use an advanced information system? yes |
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Size | |
How many employees does the organization have? |
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Leadership Style | |
With respect to centralization/decentralization. What kind of decisions does the top management prefer to make? policy and general decisions |
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Does the management prefer to make long-term decisions or short-term decisions? long-term decisions |
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Does top management prefer to use very detailed or very aggregate information when making decisions? very detailed information |
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Are management proactive or reactive on taking action? proactive/anticipating future events |
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What is top management's attitude towards risk? risk propensity |
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What kind of motivation and control does top management prefer? motivation through inspiration |
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Climate | |
The level of trust - sharing, openness, confidence - is: high |
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The level of conflict - disagreement, friction - in this organization is: high |
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The employee morale - confidence, enthusiasm - in this organization is: high |
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Rewards are given in an equitable fashion: highly equitable |
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The organization's resistance to change is: high |
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The leadership credibility - respect, inspiration, acceptance - is: high |
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The level of scapegoating - shifting of responsibility for actions which fail - is: high |
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National Culture | |
The power distance is: high |
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The level of uncertainty avoidance is: high |
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The level of masculinity is: high |
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The level of individualism is: high |
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Current Centralization | |
How much direct involvement does top management have in gathering the information they use in making decisions? none |
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To what degree does top management participate in the interpretation of the information input? less than 20 % |
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To what degree does the top management directly control the execution of decisions? 0 to 20 % |
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How much discretion does the typical middle manager have in establishing his or her budget? very high |
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How much discretion does the typical middle manager have in determining how his or her unit will be evaluated? very high |
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How much discretion does the typical middle manager have in hiring and firing personnel? very high |
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How much discretion does the typical middle manager have over personnel rewards - (i.e., salary increases and promotions)? very great |
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How much discretion does the typical middle manager have over purchasing equipment and supplies? very high |
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How much discretion does the typical middle manager have over establishing a new project or program? very high |
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How much discretion does the typical middle manager have over how work exceptions are to be handled? very high |
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Current Formalization | |
Written job descriptions are available for ? none |
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Where written job descriptions exist, how closely are employees supervised to ensure compliance with standards set in the job description ? very loosely |
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How much latitude are employees allowed from the standards ? a great deal |
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What percentage of non-managerial employees are given written operating instructions or procedures for their job? 0 to 20 % |
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Of those managerial employees given written instructions or procedures to what extent are they followed ? none |
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To what extent are supervisors and middle managers free from rules procedures, and policies when they make decisions ? very frequently |
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What percentage of all the rules and procedures that exist within the organization is in writing ? less than 20 % |
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Current Incentives | |
What is the basis for designing incentives? Individual behavior |
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