University of the Cumberlands Operational Excellence Discussion In discussing Organizational Excellence, let’s start with an analysis of your organization or one with which you are familiar. Take the Organizational Diagnosis Questionnaire that is found above. Provide a detailed analysis of what is working and what is not working. Organizational Diagnosis Questionnaire
From time to time organizations consider it important to analyze
themselves. It is necessary to find out from the people who work in the
organization what they think. This questionnaire will help the
organization that you work for analyze itself.
Directions: DO NOT put your name anywhere on this
questionnaire. Please answer all forty questions. Be open and honest.
For each of the forty statements, circle only one number to indicate
your thinking.
Agree Strongly-1, Agree-2, Agree Slightly-3, Neutral4, Disagree Slightly-5, Disagree-6, Disagree Strongly-7
1. The goals of this organization are clearly stated.
1 2 3 4 5 6 7
2. The division of labor of this organization is flexible.
1 2 3 4 5 6 7
3. My immediate supervisor is supportive of my efforts.
1 2 3 4 5 6 7
4. My relationship with my supervisor is a harmonious one.
1 2 3 4 5 6 7
5. My job offers me the opportunity to grow as a person.
1 2 3 4 5 6 7
6. This organization encourages family values.
1 2 3 4 5 6 7
7. My immediate supervisor has ideas that are helpful to my
group and me.
1 2 3 4 5 6 7
8. This organization is not resistant to change.
1 2 3 4 5 6 7
9. I am personally in agreement with the stated goals of my work
unit.
1 2 3 4 5 6 7
10. The division of labor of this organization is conducive to
reaching its goals.
1 2 3 4 5 6 7
11. The leadership norms of this organization help its progress.
1 2 3 4 5 6 7
12. This organization hosts a number of family events which
spouses and children can attend.
1 2 3 4 5 6 7
13. I can always talk with someone at work if I have a work-related
problem.
1 2 3 4 5 6 7
14. The pay scale and benefits of this organization treat each
employee equitably.
1 2 3 4 5 6 7
15. I have the information that I need to do a good job.
1 2 3 4 5 6 7
16. This organization is not introducing enough new policies and
procedures.
1 2 3 4 5 6 7
17. I understand the purpose/mission of this organization.
1 2 3 4 5 6 7
18. The benefits program provides for personal and maternity leave.
1 2 3 4 5 6 7
19. The manner in which work tasks are divided is a logical one.
1 2 3 4 5 6 7
20. This organization’s leadership efforts result in the organization’s
fulfillment of its purposes.
1 2 3 4 5 6 7
21. My relationships with members of my work group are friendly
as well as professional.
1 2 3 4 5 6 7
22. The opportunity for promotion exists in this organization.
1 2 3 4 5 6 7
23. This organization has adequate mechanisms for binding
itself together.
1 2 3 4 5 6 7
24. The organization provides for day-care.
1 2 3 4 5 6 7
25. This organization favors change.
1 2 3 4 5 6 7
26. The employees understand the priorities of this organization.
1 2 3 4 5 6 7
27. The structure of my work unit is well designed.
1 2 3 4 5 6 7
28. It is clear to me whenever my boss is attempting to guide my
work efforts.
1 2 3 4 5 6 7
29. I have established the relationships that I need to do my job
properly.
1 2 3 4 5 6 7
30. The salary that I receive is commensurate with the job/work
that I perform.
1 2 3 4 5 6 7
31. Occasionally I like to change things about my job.
1 2 3 4 5 6 7
32. I desire more input in deciding my work-unit goals.
1 2 3 4 5 6 7
33. The division of labor of this organization helps its efforts to
reach its goals.
1 2 3 4 5 6 7
34. This organization is open to accommodating varying family
situations by permitting flextime or leaves of absence.
1 2 3 4 5 6 7
35. I understand my boss’s efforts to influence me and the other
members of the work unit.
1 2 3 4 5 6 7
36. All tasks to be accomplished are associated with incentives.
1 2 3 4 5 6 7
37. There is no evidence of unresolved conflict in this organization.
1 2 3 4 5 6 7
38. This organization’s planning and control efforts are helpful to its
growth and development.
1 2 3 4 5 6 7
39. This organization has the ability to change.
1 2 3 4 5 6 7
40. Other work units are helpful to my work.
1 2 3 4 5 6 7
Organizational Diagnosis Scoring Sheet
Instructions: Transfer the numbers you circled on the questionnaire
to the blanks below, add each column, and divide each sum by five.
This will give you comparable scores for each of the eight areas.
Purposes
Rewards
Structure
Helpful
Mechanisms
1 _____
5 _____
2 _____
7 _____
9 _____
14 _____
10 _____
15 _____
17 _____
22 _____
19 _____
23 _____
26 _____
30 _____
27 _____
38 _____
32 _____
37 _____
33 _____
______
Total
______
Total
______
Total
______
Total
_____
Average
_____
Average
_____
Average
_____
Average
40 _____
Leadership Family Oriented Relationships Attitudes
For Change
3 _____
6 _____
4 _____
8 _____
11 _____
12 _____
13 _____
16 _____
20 _____
18 _____
21 _____
25 _____
28 _____
24 _____
29 _____
31 _____
35 _____
34 _____
36 _____
39 _____
______
Total
______
Total
______
Total
______
Total
_____
Average
_____
Average
_____
Average
_____
Average
Interpretation and Diagnosis:
A crucial consideration is the diagnosis based upon data
interpretation. The simplest diagnosis would be to assess the amount
of variance for each of the seven variables. In relation to a score of 4,
which is the neutral point, scores above 4 would indicate a problem
with the functioning of the organization. The closer the score is to 7
the more severe the problem would be. Scores below 4 indicate the
lack of a problem, with a score of 1 indicating optimum functioning.
Another diagnostic approach follows the same guidelines of assessment
in relation to the neutral point or score of 4. The score of each of the
forty items on the questionnaire can be reviewed to produce more
exacting information on problematic areas. Thus, diagnosis would be
more precise. For example, let us suppose that the average score on
item number 9 is 6.4. This would indicate not only a problem in
organizational purpose, but also a more specific problem in that there
is a gap between organizational and individual goals. This more precise
diagnostic effort is likely to lead to a more appropriate intervention in
the organization than the generalized diagnostic approach described.
Appropriate diagnosis must also address the relationships between the
boxes to determine the interconnectedness of problems.
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