Management Culture Assessment

Management Culture is the environment top-level leaders allow for work to get done in organizations. Management Culture affects productivity, performance and even profits. While it is often hidden—even from the leaders themselves—you can gain clues by determining what level of management is accountable for specific activities and reviewing execution on the front lines.
Please take this brief management culture assessment. At the end you will get a comparison of your answers to what we have experienced in DB&A’s 30-year history.

In your organization, accountability is perceived:
Correct Answer: Positively and proactively instilled into the management culture through clear commitments that are expected to be kept.
In our experience, many organizations view accountability negatively and it shows up in the form of blame or punitive actions when something goes wrong. However, through coaching behaviors, we help organizations embrace accountability and proactively instill it into the management culture.
In your organization, which level of management is responsible for planning work and ensuring employees are working on the proper tasks everyday throughout the day?
Correct Answer: Frontline Manager
In our experience, Mid-level managers or even the level above them “dip down” and control the workforce when frontline managers should be responsible for employee performance. This type of behavior stifles the performance and growth of the organization by causing everyone to work at a level or two beneath what their respective Roles require.
In your organization, which level of management is primarily responsible for data-driven performance and productivity decisions based on metrics?
Correct Answer: Frontline Manager
In our experience Mid-level Managers or higher are responsible for making daily productivity and performance decisions based on the metrics when Frontline Managers should "own" the metrics and base their decisions using "up to the moment" data.
In your organization, which level of management is primarily responsible for figuring out ways to improve processes so that the organization is more efficient?
Correct Answer: Mid-level Manager
While the Mid-level manager should be working to improve processes making the organization more efficient, in our experience, they often act as Frontline Managers by running the day-to-day operations.
In your organization, which level is primarily responsible for identifying and tapping into new business opportunities?
Correct Answer: C-level/President
While the VP-level or higher should be focused on new business opportunities, in our experience, many are overwhelmed by the day-to-day operations to grow the business.
What percentage of time do you think your Frontline Managers are actively managing employees each day?
Correct Answer: 30-50%
Most leaders think that Frontline Managers are actively supervision from 30-50%. However, in our experience active supervision takes place from 8-12% of the work day.
What tools have Frontline Managers been provided to forecast, plan, assign, follow-up, report, and evaluate work activities?
Correct Answer: A full suite of tools
Most organizations have a partial set of tools, namely for forecasting, reporting and evaluating. They are missing critical tools for planning, assigning and following-up which are at the heart of effective supervision.
In general, how do Frontline Managers identify and resolve problems during the day?
Correct Answer: Frontline Managers anticipate and resolve problems proactively before they impact the organization.
In our experience, Frontline Managers generally wait for employees to bring them problems and do not anticipate them nor solve them from their root cause. Therefore, the same problems constantly resurface.
In regards to opportunities to improve non-productive or lost time, your business has:
Correct Answer: Very little lost time. It’s not a concern
Organizations ALWAYS have lots more opportunity in the area of lost time than they realize. We typically don’t surprise senior management with the types of opportunities but always shock them with the magnitude of the opportunities.
The culture within your organization promotes open & effective communications.
Correct Answer: Yes, we have effective two-way communication to the lowest levels of the organization and back.
In general communications is poor in most organizations where we have consulted. Tools to drive effective communications such as departmental communications boards, if they exist, are typically not maintained with current information on performance to plan, how the business is doing overall and what the plan is going forward. If supervisors have daily huddles, they are typically ineffective in communicating important information. We score these meetings on a 1-100 scale and rarely do we have huddles over 50% effective. Frontline management and employees often feel that their thoughts on the business are not welcomed or important to top management and as a result, they shut down and give up after a while.
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