Matakuliah
Tahun
: A0134/Audit Operasional
: 2006
Manfaat Audit Manajemen
Pertemuan 15 s.d 20
1
Individual Assessment
• Executives are evaluated in relative rather
than absolute terms.
2
• Accordingly, the evaluating team does not
sit in judgement about the fundamental
worth of each individual. They
concentrate rather on the individual
manager’s relative skill profile and value in
the current or planned position within the
organisation.
3
• For each key executive who is
interviewed, an appraisal is provided of his
managerial strong points; the company
can build on these.
4
• At the same time the need for further
training and development is highlighted,
and options for future management
assignments are indicated.
5
• A Management Audit provides a dual
perspective. It assesses both the
adequacy of existing management
resources to implement the company’s
strategy, and the individual career
perspective.
6
Team Evaluation
• An analysis is made of the pattern of
interactions between various individuals
within the team.
7
• The actual power structure that exists is
analysed and documented.
8
• Each executive’s ambition is diagnosed,
and then evaluated against the company’s
expectation and the realistic career
opportunities that are available within the
organisation.
9
• The perceptions of the client concerning
strategy, structure and systems are
compared with the management team’s
evaluation; it is often found that the two
are markedly different. Following these
comparisons, there is reassessment of
perceptions and synergies, which is then
fed back to the management.
10
• The benefits a company derives from a
Management Audit team assessment
include:
– Interaction analysis
– Understanding of ambitions
– Reaction on mutual perceptions
– Identification of possible greater synergy
– Recommendation on team efficiancy
11
• It is not unusual to find that members of a
team who are meant to be communicating
with each other are in point of fact failing
to do so.
12
• A relatively typical ‘communication’ profile
is shown in Fig. 8.1 p. 118
13
Evaluation of the Overall Organisation
• Recommendations are made to senior
management about the career paths and
career management of key executives.
Guidance is also given on selection,
promotion and rotation decisions.
14
• Decision-making processes and the
communication network within each
business unit are related to executive and
team efficiency.
15
• The organisation’s capacity to innovate is
measured and processes are analysed.
16
• The roles and the implications of corporate
hierarchy (Board of Directors), Executive
Committee, Executive Office, Operating
Committee, task Forces are all evaluated.
17
• So where overall organisation is
concerned, the Management Audit
enables the company to focus on
managing change rather than looking at
individual elements in isolation.
18
The Main Benefits of Management Audit
• Awareness of Strategic Options
• Re-Evaluation of Operational Objectives
• Adaption of Organisational Concepts to
Human and Cultural Elements
• Changes in Organisational Structure
• Concentration on Internal Resources
• Establishing Realistic Expectations
19
Awareness of Strategic Options
• Management Audit crystallises a
company’s culture, making the
management team aware of its strategic
options and full potential. This is
particularly true when the audit reviews
several organisational and management
layers.
20
• In the course of the Management Audit
process, individuals became aware of their
own background potential and the
importance of working together and it
acted as a catalyst of a new corporate
culture. After several months, individual
executives commented on their feeling of
greater identification, with the project, the
people and the company.
21
• As a result of the team patterns
established, greater internal efficiency and
cost effectiveness were achieved. This
was in contrast to the period before the
Management Audit, when the company
concerned had faced dramatic cost
overruns due to project delays.
22
Re-Evaluation of Operational Objectives
• A large number of companies suffer from
static behaviour; innovation is no longer an
engine of growth.
23
• Management Audit has helped before in
the re-evaluation of operational objectives,
encouraging innovative capability within
the company.
24
• The company had a manufacturing
culture; marketing was only a secondary
consideration.
25
• The consultants discovered that the
engineering talent was very important to
the company, but that the necessary
awareness of customer needs was
lacking.
26
• Little importance was attached to product
applications. So the consultants helped
the company acquire market knowledge
and research product applications, a
process which has been followed very
successfully by the steel industry.
27
• The company accepted the creation of a
product manager’s position within the R &
D department, in order link development
with client needs. Knowing what their
clients wanted from the product became
as important as being an expert
manufacturer: the focus of the group
changed.
28
• The conjunction of marketing talent and R
& D capability led to considerable internal
innovation, which proved to be of long
lasting benefit to the group.
29
Adaption of Organisational Concepts to
Human and Cultural Elements
• Management Audit aims at increasing
organisational flexibility. This is
particularly necessary when acquisitions
or mergers bring fundamental changes to
a company’s structure.
30
• A large Swedish welding manufacturer had
acquired a Dutch affiliate from a major
competitor. Although the Swedish client
was the European market leader at the
time, it had been incapable of competing
effectively against its Dutch competitor on
the latter’s home ground.
31
• The group decided to entrust the management
of the new combined operations in the
Netherlands to the competitor’s previous
management team, trusting their competence to
ensure the success of the operation. When they
found that the performance of the Dutch
management declined following the acquisition,
they commissioned a Management Audit.
Annual sales had dropped, and even more
alarmingly, key managers were leaving the
Dutch subsidiary.
32
• The problem was tackled by consultants
from the Scandinavian and Dutch offices.
They found that the trouble lay with a lack
of adaption of management style following
the acquisition.
33
• Broadly speaking, Swedish companies are
governed by mission statements, whereas
companies in the Netherlands are
managed by comprehensive and definitive
strategy instructions.
34
• Following the acquisition, the Swedish company issued a
mission statement of the Dutch General Manager. He,
meanwhile was still apparently waiting for a
management directive as he was used to receiving one
form his former (Dutch) Board. As he had not received
this management directive, he was not able to pass on to
his subordinate managers similar management
directives. Accordingly those subordinate managers felt,
incorrectly as it transpired, that the General Manager
must know something that they did not know. They were
anxious over the future of the company under the new
Swedish management. They felt that if there was a firm
future for them, they would surely have received
management directives. In the absence of such
directives, they voted with their feet to go to other
companies.
35
Changes in Organisational Structure
• Specific business situations often call for
changes in organisational structure.
36
• The consultancy firm was asked to help a
large speciality food manufacturer bring
about such a change.
37
• The company had some unique products,
but was incapable of bringing about the
necessary market visibility as it lacked
sufficient internal financial resources. This
was partly as a result of a lack internal
flexibility.
38
• Fundamental organisational and human
issues were raised by the consultants.
The solution came from within, as a result
of the multiple interviews in the
Management Audit. This eliminated
resistance to change, and created
endorsement for a common project; the
company now boasts several European
brands.
39
Concentration on Internal Resources
• The emphasis of Management Audit is on
optimising the use of internal resources,
not on generating jobs for external
recruitment.
40
• The management consultancy firm which
pioneered Management Audit also has an
Executive Search wing.
41
• A Continental European group asked the
latter to find at least 40 new executives, in
order to strengthen the corporate
management team.
42
• The consultancy suggested that it would be
difficult – if indeed feasible – to fit 40 new
executives into what would then be a central
management team of less than 250 people. So
the consultancy recommended that prior to any
consideration being given to commissioning
specific Search assignments, a Management
audit be conducted. This would establish
whether the organisation already employed
individuals who could match the profiles of
positions for which Searches had been
requested.
43
• The senior management agreed to this
proposal. As a result of the Management
Audit, it was found that all but four the
required places could be filled from
promotions or repositioning of individuals
already employed within the Group.
44
Establishing Realistic Expectations
• Many companies still think that
management talent is totally different from
any other resource: they see it as
unlimited.
45
• Management Audit has played a vital role
here, helping companies to set realistic
expectations.
46
Presentasi
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dipresentasikan
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