Culture Survey
Among other tools, we utilize the Denison Organizational
Culture Survey as an assessment instrument. The DOCS is a
powerful tool that enables leaders, key stakeholders, and employees to
understand the impact their culture has on the organization's performance and
learn how to redirect their culture to improve organizational effectiveness.
The Denison Organizational Culture Survey translates often difficult to
understand behavioral concepts about organization culture into tangible everyday
business action and strategies. It enables leaders, key stakeholders and
employees of all levels to understand the impact their culture has on the
organization's performance and learn how to redirect their culture to improve
organizational effectiveness.
Description
Individuals throughout the organization provide anonymous, confidential feedback
to 60 items on a scannable form or through an internet connection. The responses
are collected at the Scoring Center for tabulation and are aggregated into the
organization's data file. A Summary Report presents a color graphic that
interprets the results in aggregate and then provides detail about each survey
item and 12 cultural attributes comprised of responses to these 60 items.
Results can be broken out by subgroups (departments, divisions, offices, etc.)
if arranged in advance of the survey.
Comparisons are made to high performing and low performing organizations.
Periodic surveys using DOCS can help an organization stay on track with
developing the performance culture it wants.
Outcome
* Creates a readily understandable measure of organizational culture and its
potential impact on bottom-line performance.
* Helps determine relative organizational competitiveness.
* Helps focus management attention and investment in priority order on those
organizational issues that have potential for bottom-line payoffs.
* Provides a logical, researched connection between actions taken to affect
culture and a tangible, financial payoff.
* Evaluate an organization's preparedness to compete in its industry.
* Benchmark an organization's culture to that of high-performers.
* Measure the existing culture and determine the organization's strengths and
weaknesses.
* Implement suggested actions regarding organizational culture to improve
tangible operational performance.
* Help manage the successful merger of separate cultures and organizations.
* Discover through use with Paper Planes, Inc. simulation how cultural
differences offset organizational performance.
* Measures organizational culture on four major characteristics: Mission,
Consistency, Adaptability and Involvement.
* Measures employee perceptions on 60 items that yield scores on 12 cultural
attributes.
* Produces a powerful, visual summary of strengths and weaknesses in
organizational culture.
* Provides detailed feedback on specific aspects of the organization's culture
and how it is viewed overall and by subgroups.
Leadership Development Survey
In addition to the culture assessment, LTDG will interview a
select number of workshop participants to gauge topics of interest and specific
requested details.
The Denison Leadership Development Survey provides leaders and managers with
feedback on how their specific management practices can impact bottom-line
organizational performance. This 360° instrument is the result of 15 years of
research from the University of Michigan Business School. The research studies
define the relationship between leadership, organization culture, and
organizational effectiveness.
Description
The Denison Leadership Development Survey is a 360-feedback
instrument based on the same 15 years of research that led to the development of
the Denison Organizational Culture Survey. The DLDS gathers perspective and
opinion from an individual leader and up to 10 selected "others" regarding
leadership performance. Performance is measured by 96 items that require only
about 20 minutes to complete. "Others" may include subordinates, peers and
supervisors. The confidential and aggregated responses of these "other"
respondents is compared to the self assessment of the leader in a color graphic
that clearly highlights the leadership strengths and weaknesses of the
individual manager. These 96 items review leadership performance in 12 important
areas that represent the four organizational culture traits as defined in the
Denison Organizational Culture Survey.
Outcome
* Builds understanding of a leader's role in creating the
culture of a high-performance organization.
* Allows leaders to learn how others, who are important to their success, see
their performance.
* Creates a common view among organizational leaders of the skills and
leadership traits that are critical for organization to succeed.
* Identifies strengths and weaknesses of leaders in 12 important skill areas.
* Benchmark an individual's leadership performance.
* Compare leadership performance to skills of higher-performing and
lower-performing leaders.
* Establish a common model for leadership effectiveness throughout the
organization.
* Track leadership development with periodic testing.
* Use in conjunction with the Denison Organizational Culture Survey to apply the
learning at an individual level.
* Collects anonymous, confidential feed back from supervisors, peers and
subordinates who observe the leader's behavior.
* Compares self-perceptions to perceptions of other observers.
* Compares leader's effectiveness to that of high-performing and low-performing
leaders.
* Helps develop leadership skills essential to adapting in a changing
environment. Demonstrates how specific management skills and practices affect
leadership performance.
* Helps establish a plan for addressing leadership development needs.
The DLDS can be
re-administered to participants as a follow-up measure of the effectiveness of
the program, and to indicate areas of continued opportunity for improvement.
