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HEALTH + CULTURECompany: Acme Company

Group: OverallSurvey Date: February 25, 2019

Report Run: April 2, 2019

www.work-effects.com | 612.333.4272

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ContentsYour Goals

Overall Scores

Personal Demographics

Organizational Demographics

Interpreting Health Results

Health Summary

Health Details

Culture Summary

Culture Details

Overall

page 1© 2019 Work Effects, Inc. Proprietary and Confidential Acme Company - Tuesday, April 2nd 2019

Your Goals

HealthHealth is an organization's ability tofunction, change, and grow effectively.Everyone wants to work for a HealthyOrganization. It helps create a positiveattitude within the organization as well asa positive reputation. Health includesthemes such as trust, leadership,commitment, engagement, and resourceallocation. It is measured on a Bad to Goodscale.

Goals

Goal 1

Goal B

Goal iii

CultureCulture is the uniqueness of anorganization. It represents how things getdone through the unique social andpsychological environment within workgroups and organizations. There are onlygood cultures - it comes down to the rightchoices to align with an organization'spurpose and strategy. Culture includesthemes such as decision-making, customerinteractions, and risk tolerance.

Overall


Overall Scores

Culture

62%

Overall Culture Alignment Score

This dial represents the alignments of Organizational Culturebetween the stated or intended culture (as provided by yourSenior Leadership) and the reported culture from employees.An organization that is well aligned will land over 80%.

Low Alignment High Alignment

Health

100%

80%

60%

40%

20%

0%

14%

79%

7%

14%

79%

7%

4.1

% Unfavorable % Neutral % Favorable

Overall HealthScore

The thermometer representsyour Organizational Health.The red line in thethermometer showsunfavorable, or unhealthy,responses. The orange lineshows neutral responses.The green line showsfavorable, or healthy,responses. The overall meanscore at the bottomrepresents the health of thegroup.

Benchmark DataInformation Technology

Top 25%

19% 69% 3.90

Mean

Overall


Personal DemographicsThe numbers and the size of the circles represent the percentage (%) of participants who represent each response. Note that the percentages represent rounded numbers and may not always addup to 100%.

Invited: 446 Received: 391 Response Rate: 88%

M

F

40%

60%

GenderGender

<30

30 - 40

41 - 50

51 - 60

61 - 67

68+

13%

28%

26%

21%

9%

3%

Age RangeAge Range

< 6 months

6 months - 1 year

1.1 - 2 years

2.1 - 4 years

4.1 - 6 years

6.1 - 10 years

10.1 - 15 years

15.1 - 20 years

20.1 years +

17%

13%

14%

17%

7%

8%

8%

7%

7%

Tenure RangeTenure Range

Overall


Organizational DemographicsThe numbers and the size of the circles represent the percentage (%) of participants who represent each response. Note that the percentages represent rounded numbers and may not always addup to 100%.

Invited: 446 Received: 391 Response Rate: 88%

Senior Leader

Individual Contributor

People Manager

4%

80%

16%

LevelLevel

Overall



Overall


ORGANIZATIONAL HEALTH RESULTS

Interpreting Health ResultsThe Health Summary pages tell you "at a glance" which dimensions are of highest priority in creating and sustaining a healthy organization. A high priority area is one that is high inimportance, but low in organizational health. The results displayed on the Health Summary pages are specific to the report group; for example, your work group, department, division, etc.

Health and ImportanceThe vertical axis is for Health. Survey questions were asked on a continuum scale, with one end of the scale representing a positive orfavorable response, and the other end representing a negative or unfavorable response. Questions where employees responded mostfavorably are above the line, indicating Healthy, least favorably are below the line. The horizontal axis is for Importance. The moreimportant an aspect of Health is, the farther to the right it appears on the chart.

Interpreting the Health Summary PagesBegin with the lower right-hand corner box labeled PRIORITIZE.

PRIORITIZE (lower right-hand corner) - these aspects are high in importance and low in health. Action should be taken here first; focusedefforts here should cause the greatest importance. If you have nothing reported in the Prioritize box, move on to the Leverage box.

LEVERAGE (upper right-hand corner) - these aspects are high in both importance and health. These are the strengths that can beleveraged, and should be reinforced so the organization doesn't lose positive momentum moving the culture forward.

MONITOR (lower left-hand corner)- these aspects are low in both importance and health. They should be monitored because things thatare low in health, if ignored, tend to 'creep up' in importance.

MAINTAIN (upper left-hand corner) - these aspects are low in importance and high in health. Whatever is being done in these areas isworking well; it simply needs to be maintained.

Indicators of Health

Five statements from the survey areused to calculate the ImportanceScale as seen in the charts. TheImportance Scale is seen as thehorizontal axis in the charts within theHealth Summary. These statementswere asked as part of the survey,aiding in calculating how criticalcertain aspects of Health are to yourorganization. The scores for thesequestions appear here.

Please note that question 4 is areverse-scored item.

StronglyDisagree Disagree

NeitherAgree NorDisagree Agree

StronglyAgree N Mean Benchmark

(1) (2) (3) (4) (5)

I refer my friends and family members to Acmefor employment

6 14 25 29 26 337 3.5 3.2

I am able to have a life outside of work2 5 11 46 36 390 4.1 4.3

I often get caught up in my work for long periodswhere time seems to fly by

4 3 12 43 38 389 4.1 3.6

I have seriously considered leaving Acme in thelast 12 months

34 22 17 15 11 375 2.5 3.1

Overall, I trust Acme3 4 17 42 33 389 4.0 4.0

Overall


Health Summary

A LeadershipLeadership Strong, quality leadership within theorganization at both the Senior Leadership and DirectSupervisor levels. Measures the ability to lead, buildtrust, and inspire others.

D Individual CapabilityIndividual Capability Employees are confident theyare in the right job with potential for growth. Measuresskill utilization, job fit, and job expectations.

F Organizational ClimateOrganizational Climate The organization promotesa safe and fair work environment to be successful.Measures physical and emotional safety,organizational learning, and fairness with employees.

B Trusted OrganizationTrusted Organization Employees, customers, andpartners trust and are committed to the organizationas a whole. Measures confidence in the future,communication, and fairness with customers.

E Team CapabilityTeam Capability Work teams are highly effective atgetting things done. Measures talent alignment,process management, and resource allocation.

G Organizational CapabilityOrganizational Capability The organizationconsistently performs at the top of its game. Measuresright talent fit, efficiency, goal orientation, andperformance excellence.

C Trusted IndividualsTrusted Individuals Organization and leadershipdemonstrate trust in employees. Measures respect,honesty, and freedom to be productive in theworkplace.

4.6

4.1

3.7

MaintainMaintain LeverageLeverage

Prior itizePrior itizeMonitorMonitor

A

B

CD

E

F

G

He

alth

He

alth

Hig

hLo

w

Low HighImportanceImportance

The aspects within each of the Health dimensions which are most important tonote are seen below. The top strengths to Leverage are first, followed by themost critical areas to prioritize second.

LeverageTrusted OrganizationTrusted Organization : : Employees, customers, and partners trust and arecommitted to the organization as a whole. Measures confidence in the future,communication, and fairness with customers.

PrioritizeIndividual CapabilityIndividual Capability : : Employees are confident they are in the right job withpotential for growth. Measures skill utilization, job fit, and job expectations.

Organizational ClimateOrganizational Climate: : The organization promotes a safe and fair workenvironment to be successful. Measures physical and emotional safety,organizational learning, and fairness with employees.

Overall


Health Summary

Leadership

1

2

3

4

5

6

7

8

I have confidence in senior leaders' ability to lead Acme

When things aren't working, senior leaders are willing to make a change

Senior leaders at Acme act with integrity in all situations and environments

My direct manager inspires me to do my best

My direct manager helps to remove obstacles to help me succeed

Senior leaders at Acme are effective at building trusted relationships

I can count on my direct manager to follow through on decisions

My direct manager is skilled and knowledgeable

TrustedOrganization

9

10

11

12

13

I have confidence in Acme's future success

Acme is focused on the right priorities

I am proud of what we do at Acme

Acme is always fair and honest with its customers

Acme is truthful in all interactions and communications

TrustedIndividuals

14

15

16

17

18

I have the freedom I need to decide how to do my work

Overall, I feel trusted by the people I work with

I am consistently treated with respect at Acme

My direct manager regularly asks for my input on important decisions

Speaking openly and honestly is always encouraged at Acme

IndividualCapability

19

20

21

22

23

My skills are fully utilized at Acme

I am excited to come to work everyday

I have a clear understanding of what is expected of me in my job

I see a clear link between my work and Acme's objectives

I feel encouraged to come up with new and better ways of doing things

TeamCapability

24

25

26

27

28

29

Our team has clear and achievable goals

Our team has the talent it needs to succeed

Our team has good processes for getting work done

Everyone on our team is committed to the success of the team

Our team has the resources it needs to succeed

Compared to other teams, ours is a top performing team

OrganizationalClimate

30

31

32

33

34

Acme is supportive to people who make mistakes

Acme treats me fairly

I work in a safe and secure environment

People at Acme are easy to work with

Acme confronts unacceptable behavior in an effective and timely manner

OrganizationalCapability

35

36

37

38

39

40

Acme understands and meets customer needs better than its competitors

We produce outstanding products and services

Everyone at Acme is working towards the same goals

Acme has the right talent to get the work done

All things considered, Acme is run efficiently

Acme consistently provides the resources necessary to get the work done

4.6

4.1

3.7

MaintainMaintain LeverageLeverage

PrioritizePrioritizeMonitorMonitor

1

2

3

4

5

6

7

8

9

10

11

1213

14

1516

17

18

19 20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

He

alt

hH

ea

lth

Low HighImportanceImportance

Overall


LeadershipThe Benchmark is the mean score of similar organizations.

= percentage* of responses

= Average Response

* percentages are roundednumbers and may not alwaysadd up to 100%

= Mean = Benchmark

Low High

4.3

3.8


Neither AgreeNor Disagree Agree Strongly Agree N Mean Benchmark

(1) (2) (3) (4) (5)

I have confidence in senior leaders' ability tolead Acme

2 2 9 36 50381 4.3 4.0

When things aren't working, senior leaders arewilling to make a change

1 4 13 42 39364 4.1 3.7

Senior leaders at Acme act with integrity in allsituations and environments

2 3 12 36 47367 4.2 3.8

My direct manager inspires me to do my best2 5 9 23 61

386 4.4 3.7

My direct manager helps to remove obstacles tohelp me succeed

2 6 12 26 54386 4.2 3.7

Senior leaders at Acme are effective at buildingtrusted relationships

5 7 16 37 36 373 3.9 3.6

I can count on my direct manager to followthrough on decisions

2 4 13 25 56386 4.3 3.8

My direct manager is skilled and knowledgeable1 2 5 24

68386 4.6 4.0

Overall


Trusted OrganizationThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

4.2

3.9



(1) (2) (3) (4) (5)

I have confidence in Acme's future success2 3 11 41 43

385 4.2 4.1

Acme is focused on the right priorities4 6 12 42 36 383 4.0 3.9

I am proud of what we do at Acme2 2 12 36 49

385 4.3 3.9

Acme is always fair and honest with itscustomers

1 3 10 45 41367 4.2 4.0

Acme is truthful in all interactions andcommunications

2 3 12 39 43378 4.2 3.9

Overall


Trusted IndividualsThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

4.1

3.8



(1) (2) (3) (4) (5)

I have the freedom I need to decide how to domy work

4 7 8 38 43389 4.1 3.8

Overall, I feel trusted by the people I work with2 3 10 41 43

389 4.2 4.1

I am consistently treated with respect at Acme2 6 11 35 46

390 4.2 3.9

My direct manager regularly asks for my input onimportant decisions

4 7 18 29 43386 4.0 3.4

Speaking openly and honestly is alwaysencouraged at Acme

4 7 19 34 37 388 4.0 3.7

Overall


Individual CapabilityThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

4.1

3.7



(1) (2) (3) (4) (5)

My skills are fully utilized at Acme3 9 13 43 32 391 3.9 3.4

I am excited to come to work everyday3 6 18 41 31 390 3.9 3.2

I have a clear understanding of what is expectedof me in my job

1 3 9 41 47390 4.3 4.1

I see a clear link between my work and Acme'sobjectives

2 3 11 40 45389 4.2 4.0

I feel encouraged to come up with new andbetter ways of doing things

4 7 14 35 39390 4.0 3.6

Overall


Team CapabilityThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

4.0

3.9



(1) (2) (3) (4) (5)

Our team has clear and achievable goals2 5 12 44 38 390 4.1 4.1

Our team has the talent it needs to succeed1 4 13 39 44

390 4.2 4.1

Our team has good processes for getting workdone

2 8 16 44 30 390 3.9 3.9

Everyone on our team is committed to thesuccess of the team

2 4 10 44 41387 4.2 3.9

Our team has the resources it needs to succeed4 10 16 46 23 386 3.8 3.9

Compared to other teams, ours is a topperforming team

1 5 20 36 39356 4.1 3.9

Overall


Organizational ClimateThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

4.1

3.9



(1) (2) (3) (4) (5)

Acme is supportive to people who makemistakes

2 6 20 48 25 368 3.9 3.6

Acme treats me fairly2 4 10 41 43

383 4.2 4.0

I work in a safe and secure environment1 1 6 38 54

384 4.5 4.3

People at Acme are easy to work with0 5 13 45 36 386 4.1 4.0

Acme confronts unacceptable behavior in aneffective and timely manner

4 7 21 37 31 341 3.8 3.7

Overall


Organizational CapabilityThe Benchmark is the mean score of similar organizations.


= Average Response


= Mean = Benchmark

Low High

3.9

3.9



(1) (2) (3) (4) (5)

Acme understands and meets customer needsbetter than its competitors

3 6 29 42 20 353 3.7 4.0

We produce outstanding products and services1 4 22 48 24 373 3.9 4.0

Everyone at Acme is working towards the samegoals

1 5 20 46 28 372 3.9 3.8

Acme has the right talent to get the work done1 2 15 52 29 382 4.0 3.9

All things considered, Acme is run efficiently2 7 16 49 26 385 3.9 3.8

Acme consistently provides the resourcesnecessary to get the work done

3 10 21 44 22 387 3.7 3.8

Overall



Overall


PURPOSEFUL CULTURE RESULTS

Culture SummaryOrganizational Culture is represented by 10 dimensions,measuring how things get done in your organization.

= Needed Culture= Needed Culture

Your leaders previously identified the cultureneeded on each of the ten dimensions

Highest PrioritiesHighest Priorities

Your leaders have prioritized the most criticaldimensions of culture required to achieve yourorganization's goals

= Current Culture= Current Culture

The results of the culture survey indicate thecurrent culture

TransactionalCustomersCustomers

Intimate

Market AdopterMarket ApproachMarket Approach

Market Leader

LogoLoyaltyLoyalty

Individual

ExternalFocusFocus

Internal

Risk MitigationRisk ToleranceRisk Tolerance

Embrace Risk

Low ProcessVariation

Operational ApproachOperational ApproachHigh Process

Variation

FactDecision Making - InformationDecision Making - Information

Intuition

CentralizedDecision Making - LocationDecision Making - Location

Decentralized

DisciplinedAtmosphereAtmosphere

Social

HowResultsResults

What

Overall


CustomersThese items relate to how yourorganization thinks about customerrelationships, based on your experiencesin your role. Your organization…


= Average response

TransactionalTransactional Yourorganization seeks to createtransactional customerrelationships, focusing onsingle-point-in-time experiences

vs.vs.

IntimateIntimate Your organizationbuilds individual connectionsthrough frequent and deepcustomer experiences

= Current culture = Needed culture

Transactional Intimate

N

Non-Interactive13 35 18 34

ContinuousInteraction

388

Has occasionalcustomer interactions

Has basic customerinteractions regularly

Has deep customerexperiences on anoccasional basis

Consistently has deepcustomer experiences

CasualExperience

13 14 43 30Deep,MeaningfulExperience

382

Treats each customervisit as a single point in

time, experience

Treats each customervisit as a repeating,casual interaction

Treats each customerconversation as an

interactive experience

Builds a deep,meaningful experience

with each customerinteraction

MarketKnowledge

18 25 31 26PersonalKnowledge

377

Focuses on highmarket knowledge ofcustomer segments

Confirms market trendsusing some personal

knowledge ofindividual customers

Focuses primarily onknowledge of existing

customers, whileoccasionally reviewing

some marketinformation

Focuses on highpersonal knowledge of

all customers

Transactional14 14 56 15

Intimate 385

Delivers quality, one-time customerrelationships

Builds a repeat-customer base throughconsistent, short-term

relationships

Builds professionalrelationships with

customers to createlasting connections

Intentionally builds apersonal, long-term

bond with individuals

Overall


MarketApproachThese items relate to the role that marketapproach plays in your organization, basedon your experiences in your role. Yourorganization…


= Average response

Market AdopterMarket Adopter Yourorganization improves existingproducts and services forfamiliar markets

vs.vs.

Market LeaderMarket Leader Yourorganization creates newproducts and services formarkets that did not previouslyexist


Market Adopter Market Leader

N

Improve Existing11 49 34 6

Develop New 387

Focuses only onimproving existing

products and services

Focuses primarily onimproving current

products and services,while developing some

new products andservices

Focuses primarily ondeveloping new

products and services,while improving somecurrent products and

services

Focuses only ondeveloping new


Existing Markets21 51 15 13

New Markets 378

Builds solutions forexisting markets

Mostly builds solutionsfor existing markets

Mostly builds solutionsfor new markets

Builds solutions for newmarkets

Perfectionbefore Launch

16 32 41 11Speed to Market 374

Introduces newproducts or servicesafter the market has

shown they work

Carefully launches newproducts or servicesafter market research

Adjusts product orservice to compete

with innovationsintroduced by others to

the market

Is seen as a marketleader with new

products or servicesbeyond what exists in

the market

Same Productsand Markets

50 20 21 9New Productsand Market

375

Offers products orservices that similar

organizations provideto customers

Creates new productsor services for existing

customers

Creates a new marketfor existing products or

services

Creates new productsand services in markets

that did not exist

Overall


LoyaltyThese items relate to how yourorganization achieves customer loyalty,based on your experiences in your role.Your organization…


= Average response

LogoLogo Your organization isidentifiable by its logo, andattracts/retains customersthrough an established brand

vs.vs.

IndividualIndividual Your organization isknown for one-on-onerelationships with customers,and attracts/retains customersthrough personalized, individualrelationships


Logo Individual

N

Power of Brand15 18 44 23

Word of Mouth 382

Sustains theorganization'sreputation bypromoting its

established brand orlogo

Is creating theorganization'sreputation by

promoting its brand orlogo

Is creating theorganization's

reputation throughwide-spreadrelationships

Sustains theorganization's

reputation throughestablished 1-1relationships

Logo Loyalty4 33 43 20

IndividualLoyalty

385

Customers are loyal tothe brand or logo

Customers are loyal tothe product or service

Customers are loyal tothe organizationthrough multiple

relationships

Customers are loyal toan individualrelationship

Mass-Marketing6 31 34 29

IndividualPromotion

375

Depends on mass-marketing to promote

its products andservices

Primarily usesmarketing to promoteproducts and services,

with structuredindividual follow-

through

Supports individualpromotion efforts withestablished marketing

materials

Depends on individualsto promote its products

and services

Name and Logo10 11 56 23

IndividualRelationships

377

Distinguishes itself byits name and logo of

the overall organization

Distinguishes itself bythe name and logo of

its products

Distinguishes itself bythe multiple

relationships customershave with theorganization

Distinguishes itselfthrough its individual

relationships

Overall


FocusThese items relate to whether yourorganization focuses on internal orexternal affairs, based on your experiencesin your role. Your organization…


= Average response

ExternalExternal Your organizationfocuses on external forces,prioritizing revenue andcustomer experiences, and willadjust any internal processes toprovide for customers

vs.vs.

InternalInternal Your organizationfocuses on internal forces,prioritizing internal processesand cost control, and will helpcustomer expectations conformto internal capabilities


External Internal

N

CustomerNeeds

32 22 26 20Internal Process 382

Will adjust any internalprocess to meetcustomer needs

Is more willing tochange internalprocesses than

customer experience

Is more willing tochange the customer

experience thaninternal processes

Will modify customerexpectations to

conform to internalprocesses

MaximizingRevenues

33 23 12 32MinimizingCosts

385

Focuses on maximizingrevenue

Pays more attention torevenue than costs

Pays more attention tocosts than revenue

Focuses on minimizingcosts

CustomerSolutions

16 30 28 26InternalSystems

382

Strives to perfectsolutions offered to

customers

Focuses improvementefforts on customer

solutions

Focuses improvementefforts on internal

systems

Strives to perfectinternal systems and

processes

External Focus8 24 32 35

Internal Focus 377

Focuses most attentionon external sources of

information

Is slightly more focusedon external informationthan internal systems

Is slightly more focusedon internal systems

than externalinformation

Focuses most attentionon internal processes

and procedures

Overall


Risk ToleranceThese items relate to the risk posture ofyour organization, based on yourexperiences in your role. Yourorganization…


= Average response

Risk MitigationRisk Mitigation Yourorganization prides itself indelivering perfected productsand services by intentionallyeliminating risk

vs.vs.

Embrace RiskEmbrace Risk Yourorganization celebrates risktaking, and is willing to broadlyrelease new products andservices with someimperfections


Risk Mitigation Embrace Risk

N

CelebratePerfection

16 36 37 11CelebrateTaking Chances

386

Celebrates perfection Tolerates somemistakes

Tolerates taking somechances

Celebrates takingchances

Formal RiskElimination

22 6112 6

Formal RiskCreation

386

Has formal processesor systems to eliminate

risk

Has a generalorganizational

approach to reduce risk

Has a generalorganizational approach

to encourage risk

Has formal processes orsystems to create

deliberate risk-taking

Keep RisksInternal

18 57 13 12Allow Risk inMarkets

382

Ensures all problemswith new products andservices are resolvedbefore customer use

Attempts to resolvemost problems

internally beforecustomers use new


Lets select customerstry new products orservices to resolve

problems before broadcustomer use

Releases new productsand services broadly

before all problems areresolved

Eliminate Risk17 54 25 4

Take Risk 382

Takes pride ineliminating all risk

Is willing to take somecalculated risks

Allows for some risk Embraces taking risks

Overall


OperationalApproachThese items relate to how yourorganization operates, based on yourexperiences in your role. Yourorganization…


= Average response

Low Process VariationLow Process Variation Yourorganization operates accordingto highly consistent andstandardized processes todeliver high quality work

vs.vs.

High Process VariationHigh Process Variation Yourorganization operates undervariable approaches, allowingemployees to select their ownpath to produce and deliver highquality work


Low Process Variation High Process Variation

N

DisciplinedWork

12 46 36 6Variable Work 388

Mandates a disciplinedwork approach

Operates with a mostlystructured work

approach

Operates with a mostlyflexible work approach

Encourages a highlyvariable work approach

Communicatevia

Documentation

14 35 44 7Communicatevia Story

389

Communicates all workprocesses through

written, standardizeddocumentation

Communicatesessential work

processes throughwritten documentation

Teaches andcommunicates workprocesses primarilythrough on the job

training

Teaches andcommunicates workprocesses through

storytelling

StandardizedTesting

19 28 42 11Experience-Based Testing

385

Consistently enforcesand tracks quality

standards

Provides standardizedmethods to manage

work quality

Provides generalguidelines for quality

Encourages employeesto use their own

discretion to ensurequality

One BestPractice

13 32 44 11Many BestPractices

385

Believes there is onebest practice for high

quality work

Believes there are aselect few paths tohigh quality work

Believes there aremany paths to high

quality work

Believes there areunlimited paths to high

quality work

Overall


DecisionMaking -InformationThese items relate to what kind ofinformation is used in your organization’sdecision-making process, based on yourexperiences in your role. Yourorganization…


= Average response

FactFact Your organization relies onfacts, data analysis, and acomparison of pros and cons inorder to make decisions

vs.vs.

IntuitionIntuition Your organizationrelies on personal opinion andexperience, intuition, andthorough discussion in order tomake decisions


Fact Intuition

N

ExtensiveAnalysis

19 47 23 10ExtensiveDiscussion

385

Requires thorough andextensive data analysis

to make decisions

Primarily utilizes dataanalysis to make

decisions

Primarily utilizesdiscussions to make

decisions

Requires thorough andextensive discussion to

make decisions

Formalized Data30 42 20 8

Socialized Data 382

Formally collects andrecords most activities

throughout theorganization

Formally tracksinformation on critical

activities

Validates trendsthrough conversation

with others

Socializes informationon activities throughpersonal interaction

Data-BasedDecisions

23 54 17 6InstinctiveDecisions

383

Analyzes pros and consof each detail before

making a decision

Considers many detailsbefore making

decisions

Considers a few keyfacts when making

decisions

Intuitively makesdecisions

Relies on Facts

54 20 18 8Relies onOpinions

382

Relies on facts andfigures

Relies on high-leveltrends

Relies on expertopinions

Relies on personalopinions

Overall


AtmosphereThese items relate to your organization’sapproach to the social aspect of work,based on your experiences in your role.Your organization…


= Average response

DisciplinedDisciplined Your organizationhas a formal and disciplinedwork environment, buildingcoworker relationships throughintellectual conversation aboutwork

vs.vs.

SocialSocial Your organization has aninformal and flexible workenvironment, building coworkerrelationships through socializingoff the clock


Disciplined Social

N

FormalEnvironment

12 48 36 4InformalEnvironment

390

Has a very formal workenvironment

Has a somewhat formalwork environment

Has a somewhatinformal workenvironment

Has a very informalwork environment

Rules41 42 12 5

Discretion 387

Requires employees tofollow rules

Requires employees tounderstand the rules

Allows employeesautonomy in how they

act

Gives employeessignificant discretion

Relationshipsbuilt through

work

44 19 33 4Relationshipsbuilt away fromwork

377

Builds trustedindividual relationships

through intellectualstimulation about work

Builds trustedrelationships throughwork-sponsored social

events

Builds trustedrelationships throughsocializing on the job

Builds trustedrelationships by

socializing off the clock

DisciplinedApproach

19 50 21 10FlexibleApproach

385

Has a disciplinedapproach to work

Has some basicstructures that must be

followed

Has some basicguidelines to work

Has a flexible approachto work

Overall


DecisionMaking -LocationThese items relate to how decisions aremade at your organization, based on yourexperiences in your role. Yourorganization…


= Average response

CentralizedCentralized Your organizationformally centralizes all decisionmaking, with the top leadermaking key decisions

vs.vs.

DecentralizedDecentralized Yourorganization is very flexible onwhere decisions are made,sometimes allowing individualson the front line to make keydecisions


Centralized Decentralized

N

Mandate22 54 17 8

Allow Latitude 385

Mandates where alldecisions are made

Defines where mostdecisions are made

Loosely defines wheremany decisions are

made

Allows a great deal offreedom where alldecisions are made

UnilateralDecisions

22 46 7 26Majority Supportfor Decisions

384

Makes unilateraldecisions

Requires decision-makers to gather inputfrom key stakeholders

Uses 'majority rule'decision making

Builds consensussupport before finaldecisions are made

Decisions at Top15 57 19 9

Decisions atFront Line

387

Has the top leadermake key decisions

Makes decisions withinupper management

Makes decisions at thesupervisor level

Allows key decisions tobe made by individuals

on the front line

Centralize27 53 17 3

Decentralize 381

Centralizes all decisionmaking

Centralizes mostdecision making, with a

few decisions madelocally

Decentralizes mostdecision making

Decentralizes alldecision making

Overall


ResultsThese items relate to how things get donein your organization, based on yourexperiences in your role. Yourorganization…


= Average response

HowHow Your organization believesthat how things are done is themost critical part of success,consistently emphasizing valuesand doing things 'the right way'

vs.vs.

WhatWhat Your organizationbelieves that what isaccomplished is the most criticalpart of success, consistentlyemphasizing results and comingin first


How What

N

Right Way26 17 48 8

Come First 376

Rewards always doingit the right way

Rewards following thespirit of doing it the

right way

Rewards getting the jobdone

Rewards coming in first

Behaviors overResults

23 20 35 22Results overBehaviors

387

Always puts its valuesfirst

Prefers positivebehaviors over results

Prefers results overbehaviors

Always puts results first

Lower Results6 39 41 14

StrainedRelationships

382

Is willing to sacrificefinancial results to

strengthenrelationships

Is willing to foregosome results to

strengthenrelationships

Is willing to strain somerelationships to achieve

results

Is willing to sacrificekey relationships to

achieve results

How22 19 33 26

What 384

Believes how thingsare done is the most

critical part of success

Leans toward howthings are done morethan what gets done

Leans toward what getsdone more than how

things are done

Believes what isaccomplished is themost critical part of

success

Overall


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