Free Essay

Survey for Team Work

In: Business and Management

Submitted By dustfae
Words 1773
Pages 8
PROJECT MANAGEMENT AREA
1 I usually receive good support from senior executives for changes that I want to implement.
Not at All Rarely Sometimes Often Very Often
2 I create a plan for change for my department and team, and I let other departments deal with the impacts as they choose.
Not at All Rarely Sometimes Often Very Often
3 I communicate successes throughout the organization, so that everyone understands the positive impact of a change project.
Not at All Rarely Sometimes Often Very Often
4 If the change makes financial and operational sense, then it will work.
Not at All Rarely Sometimes Often Very Often
5 If the team is dissatisfied with how something is working or operating right now, change is more likely to be successful.
Not at All Rarely Sometimes Often Very Often
6 I try to understand my organization's culture and values as important elements of a change project.
Not at All Rarely Sometimes Often Very Often
7 When change is happening, I expect people to continue to perform at 100 percent.
Not at All Rarely Sometimes Often Very Often
8 Once I'm successful with a change project, I declare victory and move onto the next project.
Not at All Rarely Sometimes Often Very Often
9 I consider things like the impact on people and organizational structure when planning a change project.
Not at All Rarely Sometimes Often Very Often
10 If I think something must be changed, I start right away and make it happen.
Not at All Rarely Sometimes Often Very Often

11 To get backing and support from my team, I talk with team members about what is causing the need for change.
Not at All Rarely Sometimes Often Very Often
12 I let people get comfortable with changes before I decide if any training is necessary.
Not at All Rarely Sometimes Often Very Often
13 If key individuals are convinced that change is needed, the rest of the stakeholders will usually come on board.
Not at All Rarely Sometimes Often Very Often
14 It’s harder to manage change effectively when the organization has previously managed change projects badly.
Not at All Rarely Sometimes Often Very Often
15 When implementing a change project, I set achievable, short-term targets that, once accomplished, will motivate people to persist and keep trying.
Not at All Rarely Sometimes Often Very Often
16 Change is as good as a rest, so even though it might not be necessary, it often helps to "mix things up a bit."
Not at All Rarely Sometimes Often Very Often
TEAM MANAGEMENT AREA
1. When I have a problem, I try to solve it myself before asking my boss what to do.
Not at All Rarely Sometimes Often Very Often

2. When I delegate work, I give it to whoever has the most time available.
Not at All Rarely Sometimes Often Very Often 3. I follow up with team members whenever I see that their behavior has a negative impact on customer service.
Not at All Rarely Sometimes Often Very Often 4. I make decisions following careful analysis, rather than relying on gut instinct.
Not at All Rarely Sometimes Often Very Often 5. I let my team members figure out for themselves how best to work together – teams are a work in progress!
Not at All Rarely Sometimes Often Very Often
6. I wait before disciplining a team member, so that people have a chance to correct their behaviors for themselves.
Not at All Rarely Sometimes Often Very Often 7. Technical skills are the most important skills that I need to be an effective manager.
Not at All Rarely Sometimes Often Very Often
8. I spend time talking with my team about what's going well and what needs improving.
Not at All Rarely Sometimes Often Very Often
9. In meetings, I take on the role of moderator/facilitator when necessary, and I help my team reach a better understanding of the issue or reach consensus.
Not at All Rarely Sometimes Often Very Often
10. I fully understand how the business processes in my department operate, and I'm working to eliminate bottlenecks.
Not at All Rarely Sometimes Often Very Often
11. When putting together a team, I consider the skills I need – and then I seek people who best fit my criteria.
Not at All Rarely Sometimes Often Very Often
12. I do all that I can to avoid conflict in my team.
Not at All Rarely Sometimes Often Very Often
13. I try to motivate people within my team by tailoring my approach to motivation to match each individual's needs.
Not at All Rarely Sometimes Often Very Often
14. When my team makes a significant mistake, I update my boss on what has happened, and then I think of it as an important lesson learned.
Not at All Rarely Sometimes Often Very Often
15. When conflict occurs within a new team, I accept it as an inevitable stage in the team development process.
Not at All Rarely Sometimes Often Very Often
16. I talk to team members about their individual goals, and I link these to the goals of the entire organization.
Not at All Rarely Sometimes Often Very Often
17. If I'm putting a team together, I select people with similar personalities, ages, time with the company, and other characteristics.
Not at All Rarely Sometimes Often Very Often
18. I think that the statement "If you want a job done well, do it yourself" is true.
Not at All Rarely Sometimes Often Very Often
19. I talk with team members as individuals to ensure that they're happy and productive.
Not at All Rarely Sometimes Often Very Often 20. I brief my team members so that they know what's going on around them in the organization.
Not at All Rarely Sometimes Often Very Often
PROBLEM-SOLVING AREA
1. Once I choose a solution, I develop an implementation plan with the sequence of events necessary for completion.
Not at All Rarely Sometimes Often Very Often
2. After a solution has been implemented, I immediately look for ways to improve the idea and avoid future problems.
Not at All Rarely Sometimes Often Very Often
3. To avoid asking the wrong question, I take care to define each problem carefully before trying to solve it.
Not at All Rarely Sometimes Often Very Often
4. I strive to look at problems from different perspectives and generate multiple solutions.
Not at All Rarely Sometimes Often Very Often
5. I try to address the political issues and other consequences of the change I’m proposing so that others will understand and support my solution.
Not at All Rarely Sometimes Often Very Often
6. I evaluate potential solutions carefully and thoroughly against a predefined standard.
Not at All Rarely Sometimes Often Very Often
7. I systematically search for issues that may become problems in the future.
Not at All Rarely Sometimes Often Very Often
8. When I decide on a solution, I make it happen – no matter what opposition I may face.
Not at All Rarely Sometimes Often Very Often
9. I find that small problems often become much bigger in scope, and thus very difficult to solve.
Not at All Rarely Sometimes Often Very Often
10. I ask myself lots of different questions about the nature of the problem.
Not at All Rarely Sometimes Often Very Often
11. After my solution is implemented, I relax and focus again on my regular duties.
Not at All Rarely Sometimes Often Very Often
12. I focus on keeping current operations running smoothly and hope that problems don’t appear.
Not at All Rarely Sometimes Often Very Often
13. I evaluate potential solutions as I think of them.
Not at All Rarely Sometimes Often Very Often
14. When I need to find a solution to a problem, I usually have all of the information I need to solve it.
Not at All Rarely Sometimes Often Very Often
15. When evaluating solutions, I take time to think about how I should choose between options.
Not at All Rarely Sometimes Often Very Often
16. Making a decision is the end of my problem-solving process.
Not at All Rarely Sometimes Often Very Often

COMMUNICATION AREA
1. I try to anticipate and predict possible causes of confusion, and I deal with them up front.
Not at All Rarely Sometimes Often Very Often
2. When I write a memo, email, or other document, I give all of the background information and detail I can to make sure that my message is understood.
Not at All Rarely Sometimes Often Very Often
3. If I don't understand something, I tend to keep this to myself and figure it out later.
Not at All Rarely Sometimes Often Very Often
4. I'm sometimes surprised to find that people haven't understood what I've said.
Not at All Rarely Sometimes Often Very Often
5. I can tend to say what I think, without worrying about how the other person perceives it. I assume that we'll be able to work it out later.
Not at All Rarely Sometimes Often Very Often
6. When people talk to me, I try to see their perspectives.
Not at All Rarely Sometimes Often Very Often
7. I use email to communicate complex issues with people. It's quick and efficient.
Not at All Rarely Sometimes Often Very Often
8. When I finish writing a report, memo, or email, I scan it quickly for typos and so forth, and then send it off right away.
Not at All Rarely Sometimes Often Very Often
9. When talking to people, I pay attention to their body language.
Not at All Rarely Sometimes Often Very Often
10. I use diagrams and charts to help express my ideas.
Not at All Rarely Sometimes Often Very Often
11. Before I communicate, I think about what the person needs to know, and how best to convey it.
Not at All Rarely Sometimes Often Very Often 12. When someone's talking to me, I think about what I'm going to say next to make sure I get my point across correctly.
Not at All Rarely Sometimes Often Very Often
13. Before I send a message, I think about the best way to communicate it (in person, over the phone, in a newsletter, via memo, and so on).
Not at All Rarely Sometimes Often Very Often
14. I try to help people understand the underlying concepts behind the point I am discussing. This reduces misconceptions and increases understanding.
Not at All Rarely Sometimes Often Very Often 15. I consider cultural barriers when planning my communications.
Not at All Rarely Sometimes Often Very Often

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