Part I - Organizational Change Initiatives

Consider the following organizational change initiatives and click on the button that best indicates your response to the question at the top of each column.

  Has an initiative of this type been commenced within the past 5 years?

If you check "No", go to the next initiative.

If an initiative has been commenced, has it been sustained, abandoned, or operated marginally? * If an initiative has been commenced, how did it contribute to organizational objectives? If an initiative has been commenced, was it driven by the unit level, organizational level, or an outside entity?
1.
A Culture Change Program

A conscious and planned attempt to alter the attitudes, values and routine ways of behaving at work

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
2.
Decentralized Decision Making

Pushing down responsibility to lower managerial levels

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity

3.
Team Working

A group of non-managerial employees acting cooperatively and elevating group priorities above individual priorities

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
4.
Performance Appraisals

Performance appraisals for non-managerial employees

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
5.
Mission / Vision / Value Statements

Development of organizational guiding principles

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
6.
Quality Circles

Small groups of employees meeting voluntarily to identify, analyze and solve problems

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
7.
Participative Management / Empowerment

Involving employees more in the running of the organization

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
8.
Flattening Organizational Structures

Removal of one or more tiers in the managerial hierarchy

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
9.
Business Process Reengineering

The radical redesign of business processes

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
10.
Total Quality Management

A system of management principles, tools, and practices intended to improve customer satisfaction

Commenced? Continuity? Contribution to Organizational Objectives? Driven By?
Yes

 No

Sustained
Abandoned
Operated Marginally
1 = Extensive Negative Affect
2 = Some Negative Affect
3 = No Affect

 
4 = Some Positive Affect
5 = Considerable Positive Affect
Unit Level
Org Level
Outside Entity
Based on Story, John. (1993).  How new-style management is taking hold. Harvard Business Review, November - December, 167-190.
 
Part II - Job Satisfaction

Click on the button that best describes how you feel about your job, your co-workers, and your job environment.

Use the scale: 1 = Terrible
2 = Unhappy
3 = Mostly Dissatisfied
4 = Mixed		 5 = Mostly Satisfied
6 = Pleased
7 = Delighted
    Terrible Delighted
1. How do you feel about your job? 1   2   3   4   5   6   7  

2. How do you feel about the people you work with - your co-workers? 1   2   3   4   5   6   7  
3. How do you feel about the work you do on your job - the work itself? 1   2   3   4   5   6   7  
4. How do you feel about where you work - the physical surroundings, the hours, the amount of work you are asked to do? 1   2   3   4   5   6   7  
5. How do you feel about what you have available for doing your job - the equipment, information, good supervision, and so on? 1   2   3   4   5   6   7  
Based on Andrews, F.M., & Withey, S. B. (1976).  Social indicators of well-being: American's perceptions of life quality. New York: Plenum Press.
 
Part III - Cynicism

Consider the following statements and click on the button that best describes your feeling about the statement.

1. Most of the programs that are supposed to solve problems around here won't do much good. Agree  Disagree 
2. The people who are responsible for solving problems around here don't try hard enough to solve them. Agree  Disagree 
3. Attempts to make things better around here won't produce good results. Agree  Disagree 
4. The people who are responsible for making improvements around here don't know enough about what they're doing. Agree  Disagree 
5. Suggestions on how to solve problems won't produce much real change. Agree  Disagree 
6. The people who are responsible for making things better around here don't care enough about their jobs. Agree  Disagree 
7. Plans for future improvement won't amount to much.
 Agree  Disagree 
8. The people who are responsible for solving problems around here don't have the skills that are needed to do their jobs. Agree  Disagree 
Based on Reichers, Arnon E., Wanous, John P., & Austin, James T. (1997).  Understanding and managing cynicism about organizational change. Academy of Management Executives, 11(1), 48-59.
Part IV - Organizational Flexibility

Consider the following item and click on the button that best describes how you feel about your job involvement.

Use the scale: 1 = Never Improves Things 4 = More Often Than Not an Improvement
2 = Sometimes an Improvement 5 = Always an Improvement
3 = About Half of the Time an Improvement and
Half of the Time No Improvement
    Never Improves Things Always an Improvement
1. From time to time changes in methods, equipment, procedures, practices, and layout are introduced by the management. In general, do you think these changes lead to better ways of doing things? 1   2   3   4   5  
 
Consider the following item and click on the button that best describes how you feel about your job involvement.
Use the scale: 1 = Very Poor 4 = Very Satisfactory
2 = Below Satisfactory 5 = Excellent
3 = Satisfactory
  Very Poor Excellent
2. In general, how well do you think your organization handles sharp changes in activities during peak periods? 1   2   3   4   5  
Based on Georgopoulos, Basil S., & Tannebaum, Arnold S. (1957). A study of organizational effectiveness. American Sociological Review, 22, 534-540.
 
Part V - Intra-Organizational Strain

Consider the following item and click on the button that best describes your response.

Use the scale: 1 = A Great Deal of Tension
2 = Quite a Bit of Tension
3 = Some Tension 		4 = Very Little Tension
5 = No Tension At All
    A Great Deal of Tension No Tension At All
1. On the whole, would you say that in your organization there is any tension or conflict between employees and supervisors? 1   2   3   4   5  
Based on Georgopoulos, Basil S., & Tannebaum, Arnold S. (1957). A study of organizational effectiveness. American Sociological Review, 22, 534-540.
 
Part VI - Demographics

For each of the following items, click on the arrow and select the response that best fits your characteristics.

1. Job Position 7. Race
2. Job Type 8. Highest Level of Education
3. Staff in Local Unit 9. Income Range
4. Staff in Total Organization 10. Years with Organization
5. Age 11. Years in Current Position
6. Gender 12. Previous Employment Organizations
 
Part VII - Comments

Please write any comments below regarding change initiatives or your perception of the effects of change initiatives.

Please write any comments below regarding the survey or the method of distribution.
When you are finished with the survey click on  to send your response.