cameron and green making-sense-of-change-management

RestructuringNew working relationships are accommodated such as communityleadership, neighbourhood working and political managementarrangementsDoes the structure reflect and support key changes in the politicalarrangements and thinking?A realistic interaction is demonstrated between policy planning in allits forms, business development and financial planning at every levelDoes the structure enable clear links between the different types of plansand the relevant timescales?Better prioritization of objectives and decision making onworkloads and resourcing can take placeDoes the structure enable clarity around the authority’s strategic objectives?Are there linkages across the organization?Is there clarity as to who is accountable for what?Are there supporting processes that manage potentially conflictingpriorities?Individuals are clear about their responsibilities andaccountabilities and can act in an empowered wayDoes the structure enable better application of the performancemanagement system?Are individual and team development needs identified and resourced tomeet business outcomes?A performance and feedback culture is developed across theorganization, internally and externallyDoes the structure help strengthen the performance and feedback culture?Design optionsOnce it has been decided what factors it isimportant for the restructure to meet, it isimportant to demonstrate that these are betterachieved through this structure rather than anyother one.Design options are the different ways inwhich the particular organization can be structured.It is not within the scope of this book to195