Dear Members Can any one of you give me questionnaire on HRD climate/ organizational culture with key? I want to administer across all the levels. Regards JSN
From India, New Delhi
10From India, New Delhi
JSN,
Dont have a ready survey Q'naire....but i think this can also help you to assesss the organizational climate/culture
Games...
a) To get to know Value Systems of the organization
Send out three simple questionnaires. On the first one, participants pick from a long list of words the 10 that best describe their personal value system. The second questionnaire features a list of words -- creative, profitable, innovative, greedy, manipulative -- that could be used to describe how an organization operates; participants circle the 10 that best describe their organization's culture. Finally, they choose from a third list the 10 words that describe their dream organization. Analyze the responses and plot them onto a graph. Then slice the graph according Maslow's hierarchy of human motivation - survival, relationship, self-esteem, transformation, organization, community, and society. The results, when presented visually, become instantly recognizable: It's impossible to miss how an organization's actual behavior is the same or different to ideal of the people who work there.
b)Organizational Change
First, you ask the group to list the 12 things they value the most about their jobs - anything from the work itself, to their colleagues, to their office space - encourage them to be as broad in their thinking as possible, but also to choose the most critically important factors.
Once they're finished, ask them to prioritize the "job satisfiers" into three groups - "Important" (which are things that are important, but, if gone, wouldn't cause too much difficulty), "Very Important" (one step up the scale) and "Critically Important" (things without which the job would become horrific). The lists get written in a concentric circle that you ask them to draw with the "Critically Important" factors in the core circle.
You then create believable scenarios that strip away the two outer levels (restructuring, a new senior management team, divestiture - whatever is appropriate for your audience). As you play out each scenario, ask the group to sit quietly and think about what they're *feeling* - what it would actually *feel* like to come into work every day if that list of satisfiers was taken away. Finish with the innermost circle.
If people have really participated, they are going to feel pretty awful. Your goal is to get them to *sit* with those feelings for a while - even if some folks are feeling sick to their stomach - before you move on. You debrief by asking people to describe what they felt - listing the words on a flip chart as they call them out - and then make the point that most everyone experiences some or all of the feelings they experienced when major change occurs - because change *always* means some kind of loss.
Close by encouraging the participants to be aware of their feelings, as well as the feelings of the people who work for them....and to plan for change with the impact of feelings in mind. This can be a very powerful introduction to a change-planning session.
Vinod Vijapur
From India, Mumbai
Dont have a ready survey Q'naire....but i think this can also help you to assesss the organizational climate/culture
Games...
a) To get to know Value Systems of the organization
Send out three simple questionnaires. On the first one, participants pick from a long list of words the 10 that best describe their personal value system. The second questionnaire features a list of words -- creative, profitable, innovative, greedy, manipulative -- that could be used to describe how an organization operates; participants circle the 10 that best describe their organization's culture. Finally, they choose from a third list the 10 words that describe their dream organization. Analyze the responses and plot them onto a graph. Then slice the graph according Maslow's hierarchy of human motivation - survival, relationship, self-esteem, transformation, organization, community, and society. The results, when presented visually, become instantly recognizable: It's impossible to miss how an organization's actual behavior is the same or different to ideal of the people who work there.
b)Organizational Change
First, you ask the group to list the 12 things they value the most about their jobs - anything from the work itself, to their colleagues, to their office space - encourage them to be as broad in their thinking as possible, but also to choose the most critically important factors.
Once they're finished, ask them to prioritize the "job satisfiers" into three groups - "Important" (which are things that are important, but, if gone, wouldn't cause too much difficulty), "Very Important" (one step up the scale) and "Critically Important" (things without which the job would become horrific). The lists get written in a concentric circle that you ask them to draw with the "Critically Important" factors in the core circle.
You then create believable scenarios that strip away the two outer levels (restructuring, a new senior management team, divestiture - whatever is appropriate for your audience). As you play out each scenario, ask the group to sit quietly and think about what they're *feeling* - what it would actually *feel* like to come into work every day if that list of satisfiers was taken away. Finish with the innermost circle.
If people have really participated, they are going to feel pretty awful. Your goal is to get them to *sit* with those feelings for a while - even if some folks are feeling sick to their stomach - before you move on. You debrief by asking people to describe what they felt - listing the words on a flip chart as they call them out - and then make the point that most everyone experiences some or all of the feelings they experienced when major change occurs - because change *always* means some kind of loss.
Close by encouraging the participants to be aware of their feelings, as well as the feelings of the people who work for them....and to plan for change with the impact of feelings in mind. This can be a very powerful introduction to a change-planning session.
Vinod Vijapur
From India, Mumbai
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