Mansis Index of Organizational
ChangeTM
Mansis Index of Organizational
ChangeTM
Do you know how capable your organization is at successfully implementing change? Not just whether your members want to implement change but does your organization have the internal ability to be successful at implementing change? Your business' capacity to implement change is a measureable characteristic of your organization and something which can be strengthened.
Before you try to implement any new initiative, find out how well your organization measures up on the critical factors for change, and identify what should be done to ensure success. Don't let a potentially great plan or initiative fail because your business' ability to implement change was weak.
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 Purpose of the
Index
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Development &
Design of the Index
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Major Factors Determining Successful Organizational
Change
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Interpretation of
Index Results
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Selected References
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For More
Information Contact Mansis
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home page
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Purpose of the Mansis Index of Organizational ChangeTM
The Mansis Index of Organizational ChangeTM is designed to give CEOs an assessment of the probable success of planned change efforts in their organizations. Results gathered using this Index give you, the head of your organization, unfiltered information about important organizational characteristics and opinions which are related to your organization's receptivity and ability to implement change successfully.
Information collected with this Index can be used to develop specific action plans not only for increasing your organization's willingness to accept necessary change, but also for improving the organization's ability to implement the changes you want.
As well, the Mansis Index of Organizational ChangeTM can help validate management's perception of the need for organizational change and focus organizational change activity on organizational needs and not on symptoms.
The perceived value and success of executive plans for organizational change ultimately rest on whether the decisions to change are implemented successfully.
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Development and Design of the Mansis Index of Organizational ChangeTM
This Index has resulted from over ten years field experimentation by the Mansis Development Corporation with organizations from many industries. This research is also based upon studies of organizational behavior undertaken at major research institutions across North America and it reflects the most current, leading-edge knowledge about organizational change and management.
Specific questions in the Index were developed from numerous sources for measuring the many factors related to organizational change, as well as from intensive research by Mansis.
The Mansis Index of Organizational ChangeTM is a three part questionnaire comprised of scaled, yes/no, and information-seeking questions. Part A is to be completed by all employees of your organization, including management. Part B is completed only by management personnel from the front line supervisors through to you, the head of the organization. Part C is completed by a selection of the organization's clients, chosen by you to represent significant external stakeholders.
The results of this survey are aggregated as you wish, such as by department, by organizational level or by region. The number of true or false replies to questions are calculated and the average ratings on scaled questions are reported along with standard deviations. Responses to information-seeking questions are collated for review and analysis.
This survey is not intended to be totally anonymous. Responses aggregated by work group are fed back to you for review and analysis. Although anonymous aggregate data on some questions is very useful information, the feedback to the head of the organization is of much greater value and more meaningful if that person knows the source of the opinions and information. The detailed results of this survey are not to be shown to an individual employee's supervisor. The completed Index and the results remain your property.
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Major Factors Determining Successful Organizational Change
Successful organizational change is not easy or simple. There are as many variables to consider as there are people in your organization, and many more. So to present a model or theory of organizational change which is simple, is misleading and discredits the abundance of good research now available. But to discuss organizational change and then to measure some aspect of this construct, the model must be comprehensible and practical.
Contemporary research and experience at implementing change into organizations suggest that the following are significant factors which influence success at organizational change.
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[1] Executive Commitment to "Change" -This factor is not measured by the Index-
A necessary condition for the successful implementation of organizational change is the perceived, active and symbolic support and commitment by the leadership of the organization. Perceived weaknesses or doubts in this commitment frequently destroys the implementation. The most important leadership position is that of the CEO, or whatever the title of the functional head of the organization. Lack of support for a change, or behavior of a CEO perceived to be contradictory to the intent of a change, throws confusion into the organization and employees usually seek the status quo for security.
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[2] Perception and Quality of the "Change" Plan
and How It Was Developed
-This factor is not measured by the Index-
An obvious influence on the successful implementation of change is the quality and appropriateness of the "plan" which is to be implemented. A poorly developed plan is less likely to be implemented than a well thought out one. As well, the way in which the plan was developed may influence implementation. Some plans may require the input and advice of others (if only to get them to "buy in" to the plan) while others may be unilaterally developed and implemented.
The perception of the "plan" by those implementing it or effected by it is also a strong influence over the success of the implementation. For example, changes frequently resisted by employees are those which:
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[3] The Organization's Receptivity to "Change"
This is a major factor influencing the success of organizational change. Sometimes organizations, or parts of organizations, are simply not receptive or willing to making changes in the status quo. Unless this inertia can be overcome, the task of implementing change becomes a long struggle and usually a failure. There are some predictors and measures of this receptiveness to change (see factors [4] to [8]) and for most of them, you can develop action plans to improve your organization's willingness to change.
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[4] Individual Personalities -This factor is not measured by the Index-
Individual personalities of your employees can have a direct impact upon the organization's willingness to change. There will be some personality types that are severely threatened by change and yet others who cannot function in a static environment. This Index is not a personality or personal psychological measurement tool. The Mansis Index of Organizational ChangeTM focuses upon organizational characteristics and elements within the control of management.
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[5] Perceived Need to Change
Members of an organization are usually more willing to change if they perceive a real need to change. A need can be perceived because of a potential benefit to the individuals if a change is made, or because of a potential cost or danger if some change isn't made. Also, employees can be moved to see a need to change from conditions within the organization, such as poor morale, the work environment, low productivity, stress and confusion. As well, challenges from outside the organization such as reactions and opinions of clients, customers and suppliers, as well as threats from competition, government and others can provide the motivation to change.
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[6] Culture
The culture of an organization is the way it has learned to behave and respond over the years. Culture is like the personality of an organization which distinguishes it from other organizations. At times the culture can inhibit change from happening. Some organizations seem to relish change and excitement while others fervently protect the status quo and bureaucratize everything to maintain stability and consistency. "The way things are done here" can strongly influence how receptive your organization is to change.
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[7] Trust in Management and in the Organization
Trust is one of the most important factors influencing success at organizational change. Change of any sort, but especially organizational change, involves risk and the unknown. Many aspects of organizational life are threatened when you try to implement change including employees' power bases, social patterns, economic security, job satisfaction and more. If employees don't have a high enough level of trust and confidence in the judgement, motives and values of management, they will tend to protect or defend themselves by resisting the change.
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[8] History of Change
Successes or failures to implement change in the past will influence your organization's belief whether or not it is able to change in the future. Success usually breeds success, while a history of failed attempts to change and improve the organization leave employees with a low expectation of future successes. Unfortunately, the belief that future efforts to change will fail can become a self-fulfilling prophecy as employees subconsciously work to scuttle efforts to change.
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[9] Management's Ability to Implement Change
A key element determining whether an organization will be successful at organizational change is whether management has the management ability to implement change. Plans that are excellent on paper are of little use if management cannot get those plans followed consistently by everyone involved. Two crucial factors impacting this ability are the organization's receptiveness to change [3], but more importantly, the degree of management control [10].
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[10] Management Control
Your ability to implement organizational change and your management control are directly related. You cannot implement change without a control over what is to be changed. Management control is your ability to get your organization's membership doing things or behaving the way you want them to. Many factors determine your management control (factors [11] to [19]).
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[11] Structural Rigidity -This factor is not measured by the Index-
Structural rigidity relates to your organization's capacity to reshuffle employees and departments, and to change reporting procedures, communication patterns and reward systems. For some organizations this is easily done through executive edict or by discussion and agreement between the people involved. However, some organizations because of physical or geographic size, or because of labor contract limitations, or even because of management indecision have enormous difficulty implementing the necessary structural changes associated with most organizational changes.
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[12] Clear Direction and Authority
Management's control is determined by the degree to which direction to the organization is clearly received and understood as intended. But often there is a wide gap between policy enunciated at the executive level and what actually happens throughout the rest of the organization. Filters such as fears, perceptions, organization levels and political motives remove or distort information going to and from the executive suite. As well, authority is the primary resource that management has to initiate change. When authority is not clear or it is misunderstood, management control and the ability to implement change are weakened.
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[13] Accurate Feedback
Management control not only means ensuring that clear direction takes place from the policy maker through to all the members of the organization, but also that accurate feedback flows from the bottom to the top so that senior management know what is actually happening in the organization and whether or not a change effort is on track.
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[14] Enforced Standards
Standards, levels of performance and other forms of direction are by definition to be followed. Unless standards are universally enforced, employees are confused, demoralized and management control disappears. Procedures ought to be in place to ensure that standards are enforced throughout the organization. If this is not the accepted practice, attempts to implement changes in direction fail.
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[15] Directed Motivation
Clear direction for the work force will not achieve your objectives or accomplish your change plan unless you also have systematic procedures in place to ensure that all your employees are motivated to do what you want them to (i.e. be motivated to go in the direction you want). This general factor is determined by the following four factors: 16, 17, 18 and 19.
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[16] Equity
Directed motivation is only possible through ensuring consistency in management practices throughout your organization. Feelings of inequity or the perception of double standards seriously erode motivation and management control.
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[17] Appropriate Consequences
Directed motivation also means accountability for performance by everyone so that good work really counts. When implementing change, some process needs to be in place to guarantee that employee performance related to the change pays off.
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[18] Expectation of Success
A critical element of employee motivation is the expectation of all employees that the change effort, as well as their own performance, will be successful. Individual self confidence, self esteem and confidence in the future of the organization are related issues.
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[19] Expectation of Recognition
Expectation of Recognition is the measure of employee belief and trust that management and the organization will keep promises and will recognize good employee performance. Without this expectation, employees resist the risk associated with organizational change.
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Interpretation of Index Results
[a] Personal Counselling
As with all organizational surveys and questionnaire assessments, the value of the instrument is dependent upon the skill and experience of the professional who interprets the results. Therefore, in addition to the statistical results of the survey, you, the CEO, will receive an intensive personal feedback coaching session with a specially trained Mansis consultant. Each factor influencing the success of organizational change will be reviewed in detail, including an interpretation of the survey results. With the help of the consultant, you can then develop specific action plans to increase your organization's success at implementing change.
[b] Statistical Results
(1) Yes/No Questions
Results of these questions indicate the number of "Yes" responses as a percentage of total responses to each question.
(2) Range Questions
Results of these questions are the average response (range 1 to 8) and a measure of one standard deviation. The standard deviation means that about 2/3 of the respondents chose a point on the scale + or - one standard deviation from the average. The smaller the standard deviation, the tighter the range of responses and therefore the more agreement between respondents.
For example, if the average score for a question was 2.25 with a standard deviation of 0.97, then 2/3 of the responses would lie between 1.28 (which is 2.25 - 0.97) and 3.22 (which is 2.25 + 0.97). On a scale of 1 to 8, this would indicate strong agreement at one end of the scale.
[c] Information-Seeking Questions (written responses)
Responses to these questions are collated for analysis. Individual's comments are coded should you wish to identify the specific respondent's work group in order to better understand the meaning and context of statements or opinions, and in order to facilitate more meaningful action plans to resolve any identified problems.
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Have a look at the following articles as well. Feel free to copy them with credits:
Can Your Organization Thrive on
Chaos?
No Change Without Control
Ensuring Organizational Success
and Progress
Executive Vulnerability
Correct Diagnosis is Key to Solving
Management Problems
Total Quality Means Having Your
Act Together
Speed Kills Business Too
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