Technique 7.10 Seen From Below
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(employees evaluate their managers)Introduction
Employees anonymously complete the following questionnaire on their manager by circling the most appropriate response.
1. When an employee makes a mistake, your manager
- is irritated and unwilling to discuss the mistake
- is irritated but willing to discuss it
- realizes the mistake and discusses it in a constructive manner
- ignores the mistake and only pays attention to more important matters
2. Your manager reacts to criticism
- poorly, by ignoring it
- poorly, by rejecting it
- reasonably well
- well, by accepting it
3. Your manager is
- constantly tense
- usually tense, but relaxed on occasions
- usually relaxed, but tense on occasions
- always relaxed
4. Your manager is
- insecure
- more often insecure than secure
- more often secure than insecure
- secure
5. As far as professional and personal relationships are concerned, your manager is
- incapable of separating them
- frequently incapable of separating them
- usually capable of separating them
- capable of separating them
6. When your manager's department achieves a high level of productivity, he/she usually
- takes credit for others' success
- gives credit to those who did the work
- gives credit to the team as a whole
7. Your manager is seen as
- always unfair
- more often unfair than fair
- more often fair than unfair
- always fair
8. You manager conveys to his/her team a feeling of
- fear and insecurity
- indifference
- security and tranquillity
9. Your manager conveys to his/her team a sense of
- coldness and an unwillingness to talk
- distance, but is willing to talk
- friendliness, but is indifferent to others' problems
- friendliness and concern for others' problems
10. When dealing with staff from other sections, your manager usually
- has an attitude of superiority
- ignores them
- treats them politely, but with an air of superiority
- respects them
11. Your manager treats his staff
- much worse than he/she treats his/her managers
- a little worse than he/she treats his/her manager
- treats both the same
12. Your manager
- constantly reminds everyone that he/she is the manager
- occasionally reminds everyone that he/she is the manager
- rarely makes a point of being the manager
13. Your manager is
- a weak leader, unable to motivate his/her team
- a weak leader, but able to motivate his/her team
- a strong leader, but unable to motivate his/her team
- a strong leader, and able to motivate his/her team
14. When his/her team a specific goal, your manager- demands results, but doesn't participate in the effort to achieve them
- demands results, and participates superficially
- participates in the effort when necessary to make the goal
15. Your manager
- is openly held in disrespect by his/her team
- is held in disrespect by his/her team, but not publicly
- generates neither respect nor disrespect
- is respected by his/her team
16. Your manager
- gives obvious preferential treatment to some people because of their colour, religion, or origin
- denies being biased, but doesn't give equal opportunity to everyone
- isn't biased and gives equal opportunity to everyone
17. Your manager
- gives obvious preference to people of a certain gender
- denies being biased, but doesn't give equal opportunity to everyone
- isn't biased and gives equal opportunity to everyone
18. When promotions and rewards are concerned, your manager
- gives to those he/she likes
- sometimes gives them to those who deserve them and sometimes gives them to his/her followers
- almost always is just and impartial
19. During a crisis, your manager
- disrupts the group's unity
- doesn't affect the group's unity
- helps the group stick together
20. Which is more important to your manager:
- work to be performed perfectly
- work to be performed quickly
- either speed or perfection, depending on the situation
21. Your manager is
- excessively involved in all situations
- not involved enough in all situations
- actively involved in all situations
22. Your manager's knowledge of his/her area is
- insufficient
- sufficient
- profound
23. If your manager were to replace you temporarily, his performance would be
- unsatisfactory
- adequate
- good
- better than yours
24. In choosing between the urgent and the important, your manager
- doesn't know the difference between them
- usually tends toward the urgent
- distinguishes well between the two
25. Your manager
- wastes too much time on urgent problems
- gives equal time to urgent and important matters
- gives more time to important matters
26. Your manager is
- not very creative and resists new ideas
- too creative and change orientated, disturbing the atmosphere
- is actively creative and change orientated
27. As far as creating an environment where people feel free to be creative or suggest changes, your manager
- blocks innovative and creative ideas
- doesn't block them, but also doesn't nurture them
- promotes creative or innovative ideas
28. As far as the team is concerned, your manager
- usually chooses the wrong people
- sometimes chooses well and sometimes chooses poorly
- usually chooses the right people
29. The people who work around your manager
- rarely feel motivated to work
- sometimes feel motivated to work
- usually feel motivated to work
30. Your manager's use of financial resources given to him/her is- poor
- average
- good
- excellent
31. Your manager's use of his/her own time is
- bad
- average
- good
- excellent
32. The value your manager places on training and related matters is
- too small
- sufficient
- great
33. Your manager performs tasks
- almost always poorly
- sometimes poorly and sometimes well
- almost always well
34. Regarding opinions that differ from his/her, your manager
- never accepts them
- usually doesn't accept them
- sometimes accepts them
- almost always accepts them
35. People find your manager
- untrustworthy
- occasionally trustworthy
- very trustworthy
36. Your manager represents the organisation
- poorly, raising concerns about it
- neither poorly nor well
- well, leading people to trust it
(source: Ricardo Semler, 1993)
