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Excellent Manager Survey Questionnaire

The Excellent Manager Survey consists of 60 Items relating to managerial behavior. Others respond to each Item by using a seven point scale to indicate the extent to which they agree or disagree that, in their experience, the Item is characteristic of the target manager’s behavior. The manager responds to the same survey with the Items reworded only slightly to reflect self-reporting. Each Item relates to one or more of seventeen Dimensions. Over 50 years of experience and research show a high relationship between strength in these Items and Dimensions and managerial competence to develop productive work groups. MFS™ divides these seventeen Dimensions into 3 broad groups:
Four principle Leadership Styles:

Essentially, these four styles differ in the degree to which the manager provides Task/Structure behavior and Relationship/Supportive Behavior. The conceptual framework is based on Situational Leadership first developed in the 1940's by Fiedler at Ohio State University, and most recently refined and popularized by Hersey, Blanchard, Keilty, Goldsmith, et. al.

The extent to which the manager’s behavior reflects Concern For:

• RESULTS: Having work well organized, encouraging suggestions to improve productivity, concentrating on the most important projects and on achieving results, not playing it safe, rewarding and reinforcing good performance, etc.
• ORGANIZATION: Belief in the organization's basic mission, presenting management's views and decisions positively, behaving consistently with stated values, etc.
• EXTERNAL CUSTOMERS: Discouraging negative comments about customers, high concern for quality of the organizations products/services, etc.
• INTERNAL CUSTOMERS: Awareness of needs and problems of peers and internal customers, open information sharing, valuing other's contributions, etc.
• PEOPLE: Using participative methods where appropriate, evaluating performance fairly, treating others with respect and consideration, helping others to develop their skills and understanding, demonstrating confidence in others, etc.
• SELF: Positive self-image and a willingness to: seek assistance, admit mistakes, avoid blaming others when things go wrong, accept constructive criticism, and continually learn and improve, etc.
• TOTAL QUALITY: A personal commitment and first priority to quality products and services, knowing and meeting the needs of internal and external customers, and leading others through the quality process.

Six critically important Management Practices:

• ACCOMPLISHING OBJECTIVES: Assuring that people understand what is expected as well as the urgency and importance of certain work. Developing and focusing on challenging, realistic goals, explaining how people's work is related to organizational goals, etc.
• DECISION MAKING: Making timely and prompt decisions, avoiding unnecessary complications, gathering data and analyzing it rather than acting impulsively, etc.
• GIVING FEEDBACK: Providing prompt recognition and credit for good ideas, evaluating performance fairly, providing constructive and supportive criticism, etc.
• OBTAINING FEEDBACK: Listening to ideas, following up on them, encouraging and accepting constructive feedback, etc.
• PROMOTING INNOVATION: Taking reasonable risks in trying out new approaches, encouraging suggestions for improving productivity, etc.
• TEAM BUILDING: Actively promoting teamwork, sharing information with others, encouraging open discussion in problem solving, etc.