Leolingham2000
Management Consultant
Mtarmas
Operations Technical Training Manager

I have been recently appointed as Manager, Operations Organizational Development in a large manufacturing organization. Before I go about approaching my new task the way I think is right, I would like to make an assessment of the 'as is' situation so that I will know if my planned/proposed actions have made an impact 1 year down the road.
Can someone suggest how I can do this survey and what areas I should focus on ?
From my observations, employee work morale is at an all time low mainly due to some controversial actions and decisions taken over the last year or so and also due to an aggressive volume build up at a time when we were not ready to face it.
Thanks n Regards
16th June 2005 From Australia,
BASED ON YOUR BRIEFS,

I HAVE HIGHLIGHTED SOME APPROACHES, WHICH WOULD

HELP TO ASSESS THE GAP.

OPERATION ORGANIZATION DEVELOPMENT

Accurate measurement and assessment of employee perceptions/attitude are crucial and for sound leadership during organizational change. Surveys can provide an effective means for gathering and analyzing vital internal (employee) and external (customer,) information of how an organization is perceived.

THE assessment features, plus operation measurements include:

The Employee perception, which predicts employee "dysfunction," such as turnover, regulatory agency involvement and union organizing.

One-on-one interviews with select samples of supervision, middle and senior management

Focus group meetings with select samples of employees

A detailed, written questionnaire that is administered to all members of the organization

A brief interim questionnaire that is administered to a smaller number of employees.

Measures customer satisfaction to guide the organization's change efforts and track the impact of internal changes on external audience perceptions.

The Perceived/Preferred Values questionnaire that assesses management and employee perceptions of management's values and priorities and then compares them with the values and priorities they believe should direct the organization's activities.

================================================== ================

Survey Dimensions

Work Facilitation / fulfillment

Concern for People

Focus on perceptions

customer satisfactions

what drives the organization

evidence of equality/ inequality

management survey

================================================== =====

SURVEY 1

What is happening in the Organization that is creating the current situation?

-taking on new people

‑ internal promotions or transfers

‑ new procedures and systems

‑ new standards

‑ new structures and relationships

‑ new products

‑ new customers

‑ new equipment

‑ appraisals

‑ requests from: your manager, senior managers, individuals

‑ training plan reviews



Are there any negative indicators in your organization ? Negative indicators might be:

‑ customer complaints

‑ accident records .

‑ increasing numbers of grievance and/or disciplinary situations

‑ high turnover of new recruits

‑ loss of customers

‑ increasing turnover of experienced employees

‑ disputes

‑ standards of work not being

achieved

What external influences are there on your organization ?

External indicators could include:

‑ new legislation

‑ changes to legislation

‑ customer requirements

‑ competitor activity

‑ supplier activity

Who are being affected by this situation

Where can you find information about this situation?

================================================== ==

SURVEY 2

WHAT ARE THE ORGANIZATION DRIVERS?

*STABILITY OF THE ORGANIZATION

*CUSTOMER FOCUS­

*INNOVATIONS IN ORGANIZATION­

*COMMUNITY ORIENTATION

*POWER POSITIONING

*PROFIT ORIENTATION

*CONTINUAL EXPANSION

*PEOPLE ORIENTATION

*QUALITY MINDED

* SALES PUSH

*COSTS EFFECTIVENESS

*PRODUCT IMAGE

=============================================

SURVEY 3

WHAT ARE THE EVIDENCE OF EQUALITY/INEQUALITY ISSUES ?

Issue Relevant evidence

-------------------------------------------------------------------------------------------------------------------

Promotion :Statistics showing comparisons of who is promoted ‑ male/female; race; age; disability.



Organization's written policy on access to training and development.



Description of how appraisal is applied with examples of documentation.

----------------------------------------------------------------------------------------------------------------------

Stereotypes :Statistics showing comparisons of who does particular types of work, for example:

clerical/managenal, full‑time/part‑time, manual/techrucal.

Recruitment policy and the criteria used to select people for jobs.

---------------------------------------------------------------------------------------------------------

Harassment :Records of complaints made and action taken.

---------------------------------------------------------------------------------------------------------

Status :Comparison of perks and benefits available between jobs/job grades.

----------------------------------------------------------------------------------------------------------------

Selection :Recruitment policy and the criteria used to select people for jobs.



Content of recruitment training.

------------------------------------------------------------------------------------------------------

Language :Examples of organizational communications, for example newsletters, reports

And so on.

--------------------------------------------------------------------------------------------

Work hours :Examples of work rosters

Written terms and conditions.

----------------------------------------------------------------------------------------------------

Pay :Statistical comparisons between: male/female; full‑time/part‑time; different

races; age ranges; disabilities.

---------------------------------------------------------------------------------------------------------------------

Leave :Description of what is available and criteria for access.

entitlement

------------------------------------------------------------------------------------------------------------------

Training and :Training policy and the criteria for access.

development :Comparison of training available for different jobs; job grades; full‑time/part­

time employees‑

-----------------------------------------------------------------------------------------------------------

Education Education policy and the criteria for access.

Comparison of education available to different employees: male/female; full­

time/ part‑time; different races; age ranges; disabilities.

--------------------------------------------------------------------------------------------------------------

Aspirations Description of how appraisal is applied with examples of documentation.



Methods for identifying potential amongst employees.

----------------------------------------------------------------------------------------------------------------

Blocks and Examples of criteria for access to promotion, training, education and so on.barriers

Personal experiences of individuals.

------------------------------------------------------------------------------------------------------------

Socializing :Description of organization events: access; membership and so on.

-----------------------------------------------------------------------------------------------------

Customers'

perceptions, :Examples of range of customers/ personal experiences.

actual and

Perceived

---------------------------------------------------------------------------------------------------------------------

Hierarchies :Organization charts.

================================================== ======

SURVEY 4

EMPLOYEE WORK FULFILLEMNT EVALUATION.

ASK each employee to rate each item on a scale of [1—10].

I I am made fully aware of my achievements and given advice on how to improve my performance.

2 Decision making is carried out by consultation with the entire department.

3 My job is dearly defined and I understand what I am expected to do.

4 Work is planned so that time schedules can be met.

5 Objectives are clearly defined for my section.

6 1 have a clear understanding of the aims of the other sections within the department.

7 There is a wen defined system of line management therefore I know who to take my problems to.

8 1 feel I am encouraged to develop my potential and that I am making progress.

9 The different sections within the department work well together achieving a high standard of effectiveness.

10 1 am able to use my own initiative to achieve results when tacklmg the duties of my job.

11 OPEN communications motives, objectives and plans are discussed openly.

12 The search for improved working methods is encouraged and my ideas are listened to.

13 There is commitment from my section to the work in hand with everyone's knowledge and skills being used to create a team identity.

14 1 seldom have time to wonder what to do next.

15 Work relationships are designed in such a way that I feel I am able to make a positive contribution to the department because my voice will be heard.

16 Individual development needs am understood and taken into account.

17 1 feel stimulated by what I am doing and achieving.

18 We work hard because we have a common sense of purpose and not because we are driven.

19 Staff are very flexible and movement between sections is the norm.

20 The department accepts that conflicts sometimes arise and attempts to find solutions which have the majority's agreement and understanding

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SURVEY 5

ASSESS THE MANAGERS [ MIDDLE / SENIOR MANAGERS]

MANAGEMENT STRENGTHS AND AREAS FOR IMPROVEMENT

Motivation

1 :Encouraging my team to take a real interest in their jobs.

2 :Encouraging good work and discouraging bad.

3 :Dealing with the individual who has the ability but does not do a good job.

4 :Persuading my team to use their initiative ‑ seeing what has to be done and doing it without being told.

Delegation

5 :Knowing what to do myself and knowing what to delegate to others'.

6 :Dealing with individuals who are keen to take on more responsibility which I know they can't handle.

7 :Dealing with individuals who could take on more responsibility but don't want it.

8 :Allowing my team sufficient leeway to decide what to do and how to do it.

Dealing with problems

9 :Choosing the best of several alternative ways of doing a job.

10: Identifying the real problem in a difficult situation.

11 :Organizing a complicated problem into manageable tasks.

12 :Making decisions when necessary to do so.

Training

13 :Assessing whether my team know how to do their jobs.

14 :Measuring the effects of the training my team receives to ensure it is working.

15 :Training my team using a logical step‑by‑step approach.

16 :Identifying training needs amongst my team.

Performance

17 :Setting achievable standards for myself and others.

18 :Evaluating my own and others' performance fairly.

19 :Correcting poor performance promptly and effectively.

20 :Helping others with personal problems that affect their job performance.

Planning

21 :Planning the work of my team.

22 :Monitoring work progress against the plan.

23 :Anticipating problems that might block the work's progress.

24 :Using the resources of my team effectively by assigning work appropriately to

individuals.

Time

25 :Coaching my team to make better use of their time.

26 :Dealing with the excessive demands placed upon my time by other people.

27 :Using my time each day effectively.

28 :Keeping my demands on other people's time to a level appropriate for the job.

Ideas

29 :Generating suggestions from my team.

30 :Handling poor or bad suggestions from others in a way that does not dis­

courage them.

31 :Encouraging my team's commitment and co‑operation to new ways of doing

things.

32 :Selling new ideas to my manager.

Teamwork

33:Helping the individuals in my area to work effectively together as a team.

34 :Dealing with conflict between individuals whose personalities clash.

35 :Dealing with individuals who don't take their share of the load.

36 :Ensuring effective relations between my team and others so that we work

smoothly together.

Communication

37 :Communicong clearly what I expect from my team.

38 :Giving instructions to others to achieve the results I want.

39 :Creating effective communications with my manager.

40 :Running effective meetings with others.

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SURVEY 6

STAFF COMMUNICATION

This is a simple survey, you can easily design it based on

the needs.

===============================================

SURVEY 7

CUSTOMER SATISFACTION

This is a simple survey, you can easily design it based on

the needs.

=============================================

Survey Benefits

Demonstrate that you care Employee opinions matter. You care about them /their suggestions, their criticisms, and their perceptions &emdash;and you are willing to make changes based on those suggestions.

Assess Progress in Performance Improvement Employees opinions on key perfromance improvement behaviors are assessed, including team building, empowerment, work facilitation, and customer service.

Pinpoint trouble spots Spot real and potential trouble spots and the nature of the trouble (departments, employee positions, etc.) before it surfaces in grievances, turnover, absenteeism, or negative financial performance.

Assess management development needs Helps at the full organizational level, within individual departments, and with individual managers in diagnosing developmental needs, while helping to create the readiness to accept and use different behaviors.

Diagnose systemic problems Managers are often unaware when organizational systems create frustration, and reward inappropriate behavior as well as inefficient and ineffective performance.

Assist in strategic planning Identify which departments and services can handle experimental and/or expanded activities, and build on your strengths.

Develop recruitment/retention strategies Why do employees come to your organization? Why do they stay? What would make them leave? The answers to these questions will help you develop rational personnel policies, recruitment/retention strategies, and salary and benefit programs.

Quantify perceptions and feelings It is difficult and dangerous to take action based on rumor and innuendo. Do you find yourself making decisions based only on the opinions of those who have access to you? Or the "squeaky wheels"? Or those who tell you what you want to hear? Find out, in a measurable and quantifiable form, how the average employee feels, including those who usually don't speak up.

HOPE THIS IS USEFUL TO YOU

REGARDS

LEO LINGHAM
4th July 2005 From India, Mumbai
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