Management Responsiveness to Employee Need, Questionnaire Example

  1. Does the management of your department listen to your needs and complains?
  • Strongly agree
  • Agree
  • Disagree
  • Strongly disagree
  1. Does the management respond to needs and complains in your department?
  • Strongly agree
  • Agree
  • Disagree
  • Strongly disagree

  1. How long does the management take to respond to your complaints?
  • 1 day
  • 1 week
  • 1 month
  • 1 year
  1. How effective are the responses by your management in addressing your changing needs?
  • Very effective
  • Effective
  • Not very effective
  • Completely ineffective

 

  1. In your own opinion what changes do you suggest should be made by the management in responding to employee needs in your department?

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The responses from the above questionnaire will reflect the feelings and opinions of employees towards managerial responsiveness. By filling this questionnaire, the respondents shall provide information to the management and provide them with ideas regarding changes that are supposed to be taken into concern when satisfying employee needs (Andrews, 2001).

Transformation of Healthcare Organization

As healthcare organizations undergo transformation, the management need to put in place a consultant who will help the employees let go of old concepts and adapt to new culture brought about by change. The consultants act as change agents who will execute their objectives by identifying and evaluating a process for managing change. Often, for any healthcare organization to undergo transformation, the processes that pertain to change must be grounded on the past (Stacey, 2001). Respecting the past means appreciating the traditions and history of healthcare organization. A specialist that the organization needs to hire so as to implement change is a person that truly understands the traditions and the history of that particular healthcare organization. One of the members of our current internal design team is fit for this job. This is because, unlike any other outside consultant, he/she understands the old culture and can therefore initiate the transformation from old to new culture effectively (Hill, 2009).

References

Andrews, H., A., (2001). Organizational transformation in Health care: A Work in Progress. New Jersey: Jossey-Bass Publishers.

Marszalek, G., B., (2006). Transforming Healthcare Organizations: How to Achieve and Sustain Organizational Excellence. New Jersey: Jossey-Bass Publishers.

Stacey, R., D., (2001). Complex Responsive Processes in Organizations: Learning and Knowledge Creation. London: Routledge Publishers.

Hill, C., (2009). Strategic Management: An Integrated Approach: Theory. Stamford: Cengage Learning.