Change Implementation Techniques for Forming Transitional Team, Creating Alignment, Maximizing Connectedness and Creativity

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)


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