This is the results of my primary research for my recent MA. Essentially I was interested in whether we needed a new perspective - from Taylorism to Systems Thinking?

1. Influences

2. This is a Influences
simple reportof the findings
of my Primary Research for my MA.
It explored the nature of
performance management post credit
crunch.

3. POPULATION INFORMATION

4. Can you categorise the sector in which you work.
%
Third Public Private Other

5. How would you describe your role within the organisation?
%
CEO/CO Senior Mgr Middle Mgr TL/1st Line Not in Mgt

6. Within your role, do you have any responsibility for Change Management or
Performance Improvement?
%
Complete Responsibility Some

7. Optional: What is the highest qualification you have achieved?
%
Doctorate Masters PG Qual Bachelors HND Other None

8. ENVIRONMENTAL IMPACT

9. To what extent do you feel the external environment has influenced the direction of
your organisation since the economic crisis began.
100%
75%
50%
25%
Political Economic Socio-Cultural Technological Ecological Legal
Transformational Significant Some None Unknown

10. Do you believe the effects of the change/s are positive or negative?
100%
75%
50%
25%
0%
Political Economic Socio-Cultural Technological Ecological Legal
Positive Negative Neutral

11. ASSESSMENT OF BUSINESS
IMPROVEMENT
METHODOLOGIES

12. In light of the external influences, discussed above, has your organisation made any
structural changes? For example, staff reductions or delayering.
%
No Yes N/A

13. Since the financial collapse of 2007, has there been any changes to the systems
through which performance management or innovation is undertaken, or are the
same procedures and documentation still in use?
100%
75%
50%
25%
0%
Performance Mgt Innovation
Significant Some change No change N/A

14. In general terms, who leads on initiatives relating to performance improvement and
innovation?
100%
75%
50%
25%
0%
Individual/Personal Team Based
No Change Increased Focus Decreased Focus N/K N/A

15. In general terms, who leads on initiatives relating to performance improvement and
innovation?
100%
75%
50%
25%
0%
Performance Mgt Innovation
Line Mgt Project Teams Staff/Teams N/K N/A

16. What is your view of the S.M.A.R.T. method in managing performance and
innovation activity?
%
It works for us. We looking for a better way
We used them, but of little use in today’s economy We have never used them as they did not work for us
I am not sure what this means N/A

17. If you had used Systems Thinking, to what extent do you feel that is used
throughout the organisation?
%
It’s standard practice Case by case No longer used
Unfamiliar with term N/A

18. If you have used Systems Thinking as a methodology, do you feel it is sustainable?
%
No Yes Unfamiliar with term N/A

19. If you have used the 'Lean' approach, to what extent do you feel it is sustainable?
%
No Yes Unfamiliar with term N/A

20. If you have used Six Sigma approach, to what extent do you feel it is sustainable?
%
No Yes Unfamiliar with term N/A

21. When performance information is presented to you, is it in graph or table format?
%
Graph Table Both Other N/K

22. If graphs are in use, are these are control charts, i.e., do they
include upper and lower control limits?
%
Yes No Unfamiliar with term N/A

23. When focusing on a performance problem, do you tend to focus inwards on
individual performance or outwards on the environmental causes, or a
balance of the two?
%
Inward on personal performance Outward on the environment
A balance N/K

24. When undertaking improvement/innovation initiatives, to what extent is
collaboration promoted outside the team?
%
Always at the forefront Sometimes at the forefront
Collaboration is not promoted

25. When undertaking innovation work, do you start with the problem or idea?
%
Problem Idea Depends on issue

26. When undertaking process improvement work, do you ensure the process is
in control first?
%
Always Sometimes Never Unsure as to meaning N/A

27. How would you assess the focus on performance improvement in your
organisation?
%
Appropriate Too much Not enough

28. How would you assess the focus on innovation within your organisation?
%
Appropriate Too much Not enough

29. Do you think there is a need to change the methods through which
performance improvement is managed within your organisation?
%
Yes No Unsure

30. Do you think there is a need to change the methods through which
innovation is managed within your organisation?
%
Yes No Unsure N/A

31. To what extent do you believe creativity or design thinking is used in
performance and innovation within your organisation?
%
Yes in relation to performance improvement Yes in relation to innovation Both
Neither N/K N/A

32. To what extent is there a focus on personal productivity within your
organisation? For example, 'best use of your time' or 'finding time' rather
than 'working harder'.
%
Appropriate Too much Not enough N/K

33. To what extent is there a focus on performance coaching within
your organisation?
%
Appropriate Too much Not enough N/K N/A

34. INTERNAL OR EXTERNAL
EXPERTS

35. If you have restructured your organisation, are there now sufficient skills available
to meet the requirement for knowledge worker roles?
100%
75%
50%
25%
0%
Day to day ops Performance improvement Innovation
Yes No Too Early to Say N/K N/A

36. Does your organisation use external resources in order to meet gaps in skills
and knowledge. For example, IT consultants, performance consultants,
executive coaching?
%
No, we have a long standing policy to use internal resources only.
No, but we have done previously.
Yes, but only when a strong business case exists.
Yes, we have freedom where gaps exist.
Other, please specify:

37. Within your organisation, who facilitates performance improvement initiatives?
%
Internal resource External resource
Depends on the issue No facilitation as it’s not needed
No facilitation but it is needed N/A

38. Within your organisation, who facilitates innovation initiatives?
%
Internal resource External resource
Depends on the issue No facilitation as it’s not needed
No facilitation but it is needed N/A

39. To what extent is training made available to develop internal staff members so
as to minimise the use of external 'experts' in undertaking organisational
development initiatives within your organisation?
%
Appropriate Too much Not enough N/A

40. In relation to the previous question and your answer, do you believe there
have been any changes to the availability of training since the financial collapse
of 2008 and subsequent events?
%
Added restrictions No added restrictions N/K

41. If you answered 'Additional restrictions' to the previous question, do you think
this has reduced capability?
%
No Yes N/K

42. Have you, yourself, undergone any training in in the last 2 years in the area of
performance improvement or innovation methods?
%
Yes in performance improvement methods Yes in innovation methods
Both Neither

43. If you would like any further
information about this slideshow,
please contact me on
chris@cloudsandclocks.co.uk.