Factor 13: Formality of the Decision Process
Factor extremes as measured in survey:
Decision process is elaborate and formal
Decision process is short and informal
Overview to restructuring initiatives
Relying on organization structures of the past, which tended to place emphasis on the elaborate and highly formal processes, often articulated in a Policy and Procedures Manual, is one way to discourage creativity and innovation.
Possible Initiatives to Modify and Improve the Culture for Innovation
Make sure the corporation has the new breed of manager
The old breed of manager, relied on close supervision, the existence of policy and procedure manuals and the use of auditors to police performance. To further portray the extremes of the older style, one might add the following characteristics of the old manger: managing at the detail level, a number cruncher, relying heavily on staff input, closed door policy, promote only from within, and being slow to analyze situations. The new breed of manager is dramatically different; a motivator, manages by exceptions, rewards accomplishments, a team player, trust of subordinates and works to analyze situations fast.
The new manager’ makes extensive use of information technology and emphases training in dealings with subordinates. To know where you stand you might want to profile your manager using these criteria. The new manager is better suited to a short and informal decision making process.
Act to speed up the decision-making process
Innovative companies have a penchant for making decisions quickly. Some structural arrangements, primarily related to the size of the organization, can impact the speed with which decisions can be made but are not the only determinant of a speedy resolution of issues. With the current availability of information on the intranet and with all levels in the organization much more up to date on developments than predecessor organizations, there should be a speeding up of decision making.
- Factor 1: Management's Profit Emphasis
- Factor 2: Management’s view of innovation
- Factor 3: Tolerance for Mavericks
- Factor 4: Planning Emphasis
- Factor 5: Tolerance for failure
- Factor 6: Management of People
- Factor 7: Use of Career Ladders
- Factor 8: Tolerance from the Corporate Norm
- Factor 9: Tolerance for Risk
- Factor 10: Degree of formal communication
- Factor 11: Use of Independent Work Groups
- Factor 12: Input into Management Decisions
- Factor 13: Formality of the Decision Process
- Factor 14: Rewards for Innovators
- Factor 15: Planning vs. Action
- Factor 16: Attitudes Towards Mergers, Ventures, Etc.
- Factor 17: Loyalty
- Factor 18: Corporate Hierarchy
- Factor 19: Resources for New Ventures
- Factor 20: Staff vs. Line Involvement
- Factor 21: Retension of Innovators
- Factor 22: Innovative Tradition or Not
- Factor 23: R&D Budget Levels
- Factor 24: Perception of Innovation Changes
- Factor 25: Role of Employee Organizations