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Organizational DNA for Mission-Oriented Organizations

This version of the questionnaire is specifically designed for government, not-for-profit, or other “mission-oriented” organizations.

Org DNA Profiler®

For each question, please select the answer that best describes your organization. Enter your best guess if you are unsure. Survey results may be reported in aggregate, but all individual responses will be kept strictly confidential.

Structure

1. At the middle-management level, the average number of direct reports is...
5 or more
4 or fewer
2. Promotions include lateral moves (from one position to another on the same level in the hierarchy)
Agree
Disagree
3. “Fast track” employees here can expect promotions...
Every 3 years or more
Less than every 3 years

Decision Rights

4. The culture of this organization can best be described as...
Persuade and cajole
Command and control
5. Important strategic and operational decisions are quickly translated into action
Agree
Disagree
6. The primary role of senior staff here is to...
Audit the operational departments
Support the operational departments
7. Managers above me in the hierarchy “get their hands dirty” by getting involved in operating decisions
Frequently
Rarely
8. Once made, decisions are often second-guessed
Agree
Disagree
9. Everyone has a good idea of the decisions/actions for which he or she is responsible
Agree
Disagree

Information

10. Overall, this organization deals successfully with significant and unexpected change in the external environment
Agree
Disagree
11. Important information about our external environment gets to senior staff quickly
Agree
Disagree
12. Field/operating employees usually have the information they need to understand the ultimate impact of their day-to-day choices on the whole organization and its mission
Agree
Disagree
13. We rarely send conflicting messages to constituents
Agree
Disagree
14. Information flows freely across organizational boundaries
Agree
Disagree
15. Field/operating management has access to the metrics they need to measure the key drivers of their mission
Agree
Disagree

Motivators

16. If the organization has a bad year, but a particular operating area has a good year, the operating area head would get a more significant reward than the head of an operating area that performed poorly
Agree
Disagree
17. Besides pay, many other things motivate individuals to do a good job
Agree
Disagree
18. The individual performance-appraisal process differentiates among high, adequate, and low performers
Agree
Disagree
19. The ability to deliver on performance commitments strongly influences career advancement and reward
Agree
Disagree

Demographics

20. Total operating budget:
21. Sector:
22. Your position:
23. Your operating area:
24. Your location:
25. How well does your organization achieve its mission objectives?
26. Please classify your organization: