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Corporate Health

You can fill out this questionnaire and submit the results for evaluation or print out the .PDF version and mail it in instead.


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The premises of this instrument are that the financial health of the corporation is directly dependent on the cultural health which undergirds the organization. While it is true that profits must be generated as well as dividends, along with public confidence, there are many examples of all three of these factors having a positive rating, while the organization suffers from neurotic leadership, or from the abuse of power, or from a high rate of absenteeism, or from a failure of the people who interact to develop healthy relationships.

We believe that there are specific benchmarks of a healthy workplace culture, and a perspective within which to contain these benchmarks. We take the view that the organization is analogous to a human being, with all the capacities of that organism, and is, itself, a living entity. Consequently, these questions will be dedicated to ascertaining your individual perspective of the capacities of the organization to demonstrate "organizational wellness."

It is also our perspective that the medical model of fixing or removing a diseased 'organ' is not a healthy approach to any organizational 'development issues.' We prefer the 'pastoral model' which begins with what is already working very well, and seeks to enhance and grow the healthy aspects, just as we would with an individual.

The critical parent, super-ego, elimination-method of solving problems is itself one of the ways by which we identify an unhealthy organization, just as we would an unhealthy employee.


1. In your view, if this organization were a human being, what is the level of formal training and education it has reached?
Elementary school
High school
Technical/apprenticeship training
Undergraduate university degree
Post-graduate degree in:
    administration
    engineering
    mathematics
    finance
    communications
    scientific research
    new theory
    Other:
Post-doctoral studies
    administration
    engineering
    mathematics
    finance
    communications
    scientific research
    Other:
2. Rank the following corporate "values" as you believe the corporate culture would rank them:
History and tradition of the company
Authority of the leader
Financial statements
Creativity of the work force
Happy employees
Hope for the future
3. What kinds of secrets are not to be discussed in this organization? (Select at least three from this list)
Financial losses/economic downturns
Personal indiscretions of former executives
Job losses, lay-offs (past and future)
Activities of the competition
Names of potential 'stars' within the company
Names of potential 'failures' on their way out
Gossip about people and their relationships
Other:
4. Please rank your perception of the organization's top three fears:
Under capitalization
Ineffective board members
Faulty leadership
Lack of cultural buy-in from stake-holders
Potential buy-out/merger
Inability to adjust to competition
Lack of vision
Complacency
Obsolescence
Deteriorating equipment and standards
Excessive demands on workers
Other:
5. What is the most important public "face" your organization wishes to present and preserve? (Please rank the top three.)
Stability and reliability
Trustworthiness
Integrity
Customer service
Quality products
Lowest price
Most creative offering
Most challenging offering
"Comfortable slipper""
Most advanced technology and skills
Global
Fortune 500 company
Best employer
Other:
6. In general, are the workers in your organization demonstrating
Personal and professional growth:
    Never
    Rarely
    Sometimes
    Often
    Always
Healthy living habits (exercise, social activities, connections, balanced work-life issues):
    Never
    Rarely
    Sometimes
    Often
    Always
Effective communication skills (positive feedback, encouragement, support, coaching, mentoring):
    Never
    Rarely
    Sometimes
    Often
    Always
Constructive performance evaluations:
    Never
    Rarely
    Sometimes
    Often
    Always
A reward system consistent with the values and expectations of the organization:
    Never
    Rarely
    Sometimes
    Often
    Always
7. If this organization were a single human being, would you like to have "dinner" with him/her?
    Never
    Rarely
    Sometimes
    Often
    Always
8. If this organization, as a human being lived on your street, would you be a friend of it?
    Never
    Rarely
    Sometimes
    Often
    Always
9. What percentage of your workforce is in a union?
0
1 - 10%
11 - 25%
26 - 50%
51 - 100%
10. In your view, what are relations like between union and non-union workers?
Cordial
Prickly
Professional
On the same page (seamless)
Competitive
Resentful
Perjorative/rankist
Other:
11. This organization will be able to withstand which of the following "turbulences" most effectively: (Select the five most likely.)
Downsizing
Buy-out
Merger
Technical innovation requirement
Downturn in the economy
International crisis
Demand for new training needs
Merging of different cultures, within the workforce
An upsurge in orders, requiring additional overtime
A new management team
A new CEO
Pay-cuts, including benefit cuts
12. If you were to introduce your parents/spouse to the organization, what words would you choose? (Select as many as you wish.)
This is someone I respect.
This is someone who likes to have fun.
This is someone who is very serious.
This is someone who is very honest and sincere.
This someone is a joker who loves to play pranks.
This person is very ambitious.
This is a very creative individual.
This is a very compassionate individual.
Don't make this person angry.
If I could compare this person to an animal I would choose:
    bear
    bull
    fox
    porcupine
    rooster
    hen
    eagle
    owl
    shark
    dolphin
    Other:

     

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