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Last Success Story                                                                                                         Other Success Stories   

Success Stories - 2

Conducting an organisational effectiveness ďauditĒ (Hong Kong)

The Background

The IT Manager of a large corporation was concerned that his departmentís relationship with and service to its internal clients was worsening as demands on computer operations were increasing exponentially. Not knowing where to start, without the luxury of time to take his specialist executives away from their jobs for longer than a couple of hours at a time, and realising that he would need to act without the full degree of consultation he would have preferred, the Manager decided to bring in objective outside assistance to avoid future possible accusations of bias and thinking from a too computer specialist-oriented standpoint.

 

The Intervention

A standard organisation and team questionnaire was slightly amended to suit the IT Managerís needs. At a department meeting the Manager explained his concerns and his decision to gather objective data about the departmentís effectiveness as a solid foundation for then taking steps to improve the level of service to clients and thus organisation profitability. Al but two executives agreed to participate and after se discussion, the questionnaire was handed to each member for return within 2 days (part of the questionnaire allowed freehand comments and would therefore need some thought).

 

The questionnaire responses were collated and analysed. The results and conclusions were discussed at length with the Manager, and were presented to the next department meeting which was scheduled to last a full Saturday morning. The meeting resulted in very intense debate and ended later than expected. Key actions were identified and responsibility for implementation allocated to senior managers and a couple of more junior volunteers. 

 

The Benefits

The IT department was able to make substantive progress very cost- and time-effectively in addressing some of its most pressing issues. While the degree of executive involvement was minimal, nevertheless most participants wholeheartedly supported the fact that they were party to major decisions affecting them in a work culture which until then had never encouraged such collaboration. Without doubt the actions agree upon benefited from the many ideas contributed by members of the team who had until then had no opportunity to put such ideas forward. The atmosphere at subsequent department meetings was voted greatly enhanced, and levels of inter-section trust led to much freer and more open communication - it was agreed that this improvement in departmental communication would lead to improved communication with clients.

 

© 2004 SYMFONYS Group     Updated 23 October 2004