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In internal relationships facts are very important for estimating the real
situation of the organization and the business risk associated with employee bahavior. We conduct several kinds of interviews in which the
strong and weak points of the relationship and the employee can be
revealed.
- First of all we try to reach the critical episodes - situations that occured and tell us about what is happening.
- Secondly
our interviews are based on the business process. Before the interviews
we ask our account to describe the process and make the script of the
interview on the basis of the dynamics of the process. It is important
for further conclusions and corrections in the relationships.
- Thirdly, we ask everyone the same questions, so comparisons are possible.
Usually the results of the interviews are confronted with other
data and general view of the internal relationships. If possible we audit as many
aspects of management as possible and confron ti with the employees point of view.
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A focus group is a form of dialog, which reveals not only what every
person thinks, bur what is more important how people influence one
another. So in focus groups the dynamics of the groups equally
important as what people say. You may see not only what is a person's
position, but also what changes the position and what not. Friendly
atmosphere similar to a meeting of friends encourages honest and
straightforward expression. This metho is helpful not only in testing
attitudes to a new washing powder or a candidate for presidency. We use
it as a useful tool for management diagnosis.
In management context focus groups allow study of reactions and
attitudes towards employees, managers, products, services or partner
company. They also allow to find out what change directions would be
acceptable for a given group of stakeholders. They show important
features of organizational culture.
To be reliable source of information at least 3 focus groups should be conducted on one topic.
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Questionnaire studies |
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Out typical questionnaires consists of ca 85 questions. Although there are some universal questions we always ask, we also add questions specific for the organization we are in. This means the questionnaire is constructed specifically for a given company. On the basis of the answers we calculate several general indexes and indexes for 15 areas of management.
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Effective management requires understanding of more and more complex relations. It is best if the relations are understood by all who are to fulfill new strategies. Whatever allows to improve this understanding is a good diagnostic tool. Oval mapping is a workshop technique whicj allows:
- visualization, and later agreement between different points of view,
- showing the influence of internal and external factors on the organization or its unit,
- showing how each person (or unit) influences the rest of the organization and the business.
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Critical diagnosis |
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In critical situations like rapid market chcnge, unjust court sentences, unfair competitors, etc. a company may require turnaround management to save the existence of the company. The action has to be rapid, analogous to intensive therapy medical treatment. We cooperate with two consultants who have several successes in such interventions.
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Recruitment needs analysis |
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Recruitment is often taken very lightly by managers. According to us any new employee is a major change in the company. The new employee should have a potential and fit to organizational culture and forst of all to business strategy. This is why any recruitment should be preceded by a diagnostic process.
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