Understanding Filipino Values, A Management Approach ...publications.iwmi.org/pdf/H010938_Appendix.pdf · REFERENCES Andres, T.D., Understanding Filipino Values, A Management Approach,

REFERENCES

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Cochram, W.G., Sampling Techniques, 3rd Ed., New York: John Wiley, 1977.

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200

Julian, 5.1., Operations and Maintenance Plan for Irrigation Systems Management, Unpublished Paper, 1986.

Katzell, R.A., Productivity in Organization, San Francisco: Jossey-Bass Publishers, 1988.

Kyi, K.M., Performance Evaluation Measures: A Test on their Consisterncy, Validity and Relevance, International Irrigation Management Institute, Unpublished Paper, 1991.

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Lawrence, P.R. and Lorsch, J.W., Organization and Environment: Managing Differentiation and Integration, Boston: Harvard Business School, Harvard University, 1967.

Mintzberg, H. and Quinn, J.N., The Strategy Process, Englewood Cliffs, New Jersey: Prentice Hall, 1991.

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National Irrigation Administration, Philippines, Specially compiled for this Project, including financial and performance data, 1980 to 1989.

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201

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Svendsen, M., Adriano, M. and Martin E., Financing Irrigation Services: A Philippine Case Study of Policy and Response, Washington D.C.: International Food Policy Research Institute, 1990, Unpublished Monograph.

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Van De Ve, A.H. and Ferry, D.L., Measuring and Assessing Organizations, (New York: Wiley-Interscience, 1980).

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APPENDIX A FIELD RESEARCH METHODOLOGY

RESEARCH PROTOCOL

1. Introduction - 5 minutes

2. Distribution of Questionnaire

3. Answering them by respondents

4. At the conclusion each questionnaire should be checked for completeness.

5. The Focal Unit questionnaire should be explained as respondents need it. Please check the chart as the respondent draws it while answering the question. Alternatively, you may read out the questions from one set of the questionnaire and explain to them what they do not understand. Respondents will fill out the questionnaire as you go along reading question by question, giving them enough interval to complete each question. This may be an easier and quicker way of completing the questionnaire. Answering these questions most probably will need the Researcher'S assistance.

6. Explaining particular questions from any of the questionnaire is part of the protocol. But the Researcher must not give examples, or, at least, explanations in terms of irrigation management but should re-phrase it simply. There is a danger that any explanation may be taken as models or cues to bias towards.

INTRODUCTION

The main points will be written down so that each can talk on these lines.

"We are here to conduct a research on how irrigation organizations function. The purpose of this research is twofold. The first is to find out how the different types of organizations fair differently under differing circumstances and conditions. We are studying three types of organization. First the Philippine NIA - corporate type, second the Mahaweli Authority - project type and third the Irrigation Department - departmental type. We expect that different types of organizations have some influence on the way organizations operate and also we wish to find out whether each type of organization performs better under what kind of circumstances. The second objective is to study the internal operation of the organization itself. This questionnaire focusses on the individual (decision maker) and also the work unit in the organization. By collecting the experiences of a sample of the work units and also the individuals in each work unit, we shall be able to compare and contrast the experiences of these work units in terms of

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job design, work organization and performance patterns. By knowing the internal operations of the organization it will be beneficial for both the decision maker as well as the organization or the leader of the organization itself to make an improvement or changes on the basis of these findings. This research is carried out as part of the programme of the IIMl/Sri Lanka Consultative Committee in which your organization also is represented and also supported by your organization. I would like to stress the following points

1. Most of the questions ask how you do things in the organization and we wish you to answer as truthfully as possible so that the actual situation will be known and improvement can be introduced.

2. These questionnaires are going to be utilized and analyzed only by the IIMI, not individually but only as the group as a whole and, therefore, complete confidentiality and privacy is assured. In no way is your position in the organization affected.

PROCEDURE

I am giving each of you a set of questions to be answered. Different people in the organization answer different types of questions and you can take your time and answer them as there is no time limit for it but we expect it will be done in an hour or a bit more.

If there are any questions that you want to raise about the questionnaire or if the questions are unclear we would be willing to explain to you.

For the people who use the sinhala version you are also given the english version. For the sake of uniformity you can read the sinhala version and mark in the english version.

At the conclusion of the questionnaire each respondent should write how much time he took.

SAMPLING DESIGN

First Stage Sample

The first stage unit is a work unit. A unit may be any organized work group; it may include work groups at various levels ranging from a work section in a lower level to a Divisional Manager and his sub managers forming as a work group at a higher leveL The system management which includes an Engineer and his Assistants may be a work unit. In the same wayan Assistant Divisional Manager in charge of a specialist area and officials reporting to him in a division under study also could be a work unit. However,

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these work groups will be confined only to the managerial and supervisory groups which form upper and lower middle managerial staff.

Second Stage Sample

Individuals in Organizational Units.

If there are more than the required number in the sampled work unit, the number required will be sampled.

QUESTIONNAIRES

QUESTIONNAIRE WHO WILL ANSWER NUMBER OPTIMAL MINIMAL

Job Design Questionnaire TWo staff members randomly selectedl One Assistant Supervisor* 2 2

Work Unit Questionnaire (Supecvisor) Supervisor himself 1 1 Environment and General Questionnaire" Work Unit QU!i:stionnair': Foca 1 Un i t Ques t i onn;, i [>"

IUllit. M'~lnl:,,, .. r) TWo saniur Assistant

unit members sor or senior

2 1

member who Is with other units most. 1 1

Water Delivery Perf()rll.;,n(~" C\l~stionnait,,, Supervisor or TA in Charge 1 1 Other Unit Questionnaire'" Any two ft'om importantly related

unit - [MD/GA/Agriculture Dept. 2 1 Actual Performance in lion on Any responsible person from the Irrigation Systems D.Ha ,-,f five y'!ars system 1 1

Optional. II V',lI d" 11,,1 hdve nlu!"," than one Assistant Supervisor, YOll need not require this.

** This questionna it"02 wi 11 be att.ached to the Work Unit (Supervisor) Questionnaire.

The Tob Design Questionnaire is the same for all staff members including supervisors, but because of time pressure the supervisor will not be given this questionnaire. We will want an assistant supervisor or to answer this questionnaire if there are more than one assistant supervisor. In addition, two members randomly selected will answer this questionnaire.

The Work Unit Questionnaire (Supervisor) is to be answered by the supervisor only.

The Work Unit Questionnaire (Unit Member) will be answered by two most senior unit members.

Senior member who has had most dealings and experiences with other units, possibly an engineer, will answer the Focal Unit Questionnaire.

The Water Delivery Performance Questionnaire should be completed by a supervisor in charge of water distribution.

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The Other Unit Questionnaire - Respondents to these questions must be interviewed under separate meeting or responses be obtained from a mail questionnaire.

The Actual Performance Information on Irrigation Systems - Data of Five Years - is only meant for the system. Any responsible person from the system can answer it. This questionnaire can be sent in advance to the system manager and collected at the time of the survey.

IDENTIFICATION - EACH QUESTIONNAIRE, AFTER COLLECTION, SHOULD BE IDENTIFIED BY THE JOB TITLE OF THE PERSON WHO ANSWERS IT AND ALSO BY THE WORK UNIT, LOCATION, DIVISION ETC. IT IS THE MOST IMPORT ANT FACT IN THE FIELD RESEARCH.

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APPENDIX B

THE TEST OF CONSISTENCY BETWEEN ORGANIZATIONAL DESIGN

INDICES AND FACTOR ANALYSIS

One of the important ways of finding out whether the indices, as constructed in this research, tally with the actual cluster of items in the sample. In other words, our construction of indices assume that the items included in each index, organizational index, are theoretically or conceptually related and they constitute a pattern or a scale. Whether this really is true or whether actual clustering differs from what we take as a theoretical clustering can be verified only through a factor analysis. A factor analysis will make no assumption about how items in the scales are formed. It is only on the empirical exercise on the basis of which a series of factors, each representing a particular cluster, is identified. In that sense, the factor analysis is a description of an empirical pattern that emerges from the set of observations; this will provide us with a check on whether what we have done theoretically is justifiable empirically. With that in mind, we factor-analyzed all the items in the supervisor-member combined questionnaires. Meaningfully, we identified twelve factors, each of which formed a scale. We used rule of thumb that only items which explain the fifty percent of the variance will be included or will be considered as included in the scale. A convergence between the results of the factor analysis and items forming the OAI indices is shown in Table B.l.

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TABLEB.I EXTENT OF CONVERGENCE BElWEEN ORGANIZATIONAL D23IGN

INDICES AND FACTOR ANALYSlS ITEMS Factors Identified and Loading

ORGANIZATIONAL DYNAMIC INDICES

PERCEIVED UNIT PERFORMANCE Percentage of Target Rating on Quantity Rating on Quality Rating on Innovation Rating on Reputation

Rating on Service Goals Rating of Efficiency Rating on Morale UNIT CQMMUNICATION WRITI'EN COMMUNICATION Supervisor-Subordinate Reports

Reports among Members Reports with Other Units PERSONAL COMMUNICATION Supervisor-Subordina te Discussion Discussion among Members Discussion with Other Units GROllf COMMUNICATION Scheduled Meetings Unscheduled Meetings Meetings with Other Units CJiAIN' OF COMMAND Upward info. flow from Subordinates

Upward info. flow to Supervisor Downward info. flow from Supervisor Downward info. flow to Subordinates

Upward work flow from Subordinate

Upward work flow to Supervisor Downward work flow from Supervisor Downward work flow to Subordinate UNIT INCENTIVES - GRQUP 6ASEI2 Group Rewards Group Sanctions

UNIT INCENTIVES - INDIVIDUAL DASEQ Individual Rewards Individual Sanctions

1 2 3 4 5 6 7 8 9 10

0.32 0.81 0.87 I 0.75 0.83 0.79 0.76 0.83

I 0.77 0.67 0.72

0.73

~ 0.08 0.61 0.6

0.61

0.69 0.56

7.4

0.67 =0.74 0.67 0.7

0.76 0.73

0.77 0.69

ONLYFACfOR LOADINGS WHICH HAVE THE VALUE OF .5

OR ABOVE ARE SHOWN HERE. FACTORS 15, 16 AND 17

ARE VERY MARGINAL AND, THEREFORE, OMITTED HERE.

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TABLE B.l (Cont'd.) EXTENT OF CONVERGENCE BETWEEN ORGANIZATIONAL DlNGN

INDICES AND FACfOR ANALYSIS ITEMS

Factors Identified and Loading 4 5 6 7 8 9 10 11 12 13 14

ORGANIZATIONAL DYNAMIC INDICES

GROUP PRFSSURE

Group on Laggar 0.61

or Rate Buster

t%.itGroup encourages Individual Members competitive lOB QEPENDENCE - ON SUPERVISOR Input Process

Output IQB DEPENDBNCE - AMONG UNIT MEMDERS Input

Process

Output

1012 DEPENQBNCE - ON arHER UNITS Input Process

Output DlSfRIBlITION QE AUTHQRITY

SUPERVTSQR SAY On Unit Tasks

On Performance On Appraisal On Rules etc.

BMPWYEE SAY On Unit Tasks

On Performance

On Appraisal

On Rules etc.

COLLEGIAL SAY On Unit Tasks

On Performance

On Appraisal

On Rules, Policies etc.

EXTERNAL SAY On Unit Tasks

On Performance

On Appraisal


STAFF QFFICERSAY On Task On Criteria

On Appraisal


0.65 1 1 0.82

0.64

~2 0.65 I 0.69 I

I

0.7

O.

0.62 !

0.46

0.35 0.55

0.77

0.76

I

0.671 I

I 1 0.67

0.77

0.57

0.75

+-t .72 0.40 0.52

ONLY FACfOR LOADINGS WHICH HAVE THE VALUE OF .5

OR ABOVE ARE SHOWN HERE. FACfORS 15, 16 AND 17


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TABLE B.1 (Cont'd.) EXTENT OF CONVERGENCE BEIWEEN ORGANIZATIONAL DmIGN

INDICES AND FACTOR ANALYSIS ITEMS Factors Identified and Loading

ORGANIZATIONAL DYNAMIC INDICES = UNIT CONFIlCT Supervisor vs. Subordinate

Among Members

With Other Units

Get ahead at Other's Expense Perfonnance Criteria

CONFLICT Al!QIDANCE A VOiding Issues

Smoothing Over Confronting Issues

By Hierarchical Authority ROLB IN IERCliANGEABlUTY IN UNIT

Member Perfonns Same Tasks Member qualified in one another's Job

Ease of Job Rotation

Frequency of Job Rotation UNIT SKILL HE1EROGENIE'IY Years of School beyond Grade School

Type of Major

UNIT .wroMt\TION Extent use Mechanical Devices Type of Mechanical Devices

Reliance on Mechanical Appraisal System

Frequency of Mechanical Breakdown

Downtime due to Mechanical Failures

UNIT SfANDARDIZADQN

Clarity of Unit Perfonnance Standards

Preciseness of Unit Rules, Policies, Procedures

Degree Perfonnance Criteria Quantified Percent Unit Rules, Procedures Written Out

Extent Unit Rules Violated

Strictness of Rules Enforcement

5 6 'J 8 9 10 11 12 13 14

0.'70 0.'70 0.56 = 0.09 ..n.Ol

0.80 0.84 0.01

!

0.35 i

I

I i

0.67

= 0.87 0.86

ONLY FACTOR LOADINGS WHICH HAVE THE VALUE OF .5

OR ABOVE ARE SHOWN HERE. FACTORS 15, 16 AND 17


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The first factor that is identified in this factor analysis includes seven question items highly loaded to the factor. That means each of the seven questions are correlated with 0.75 or above with the factor identified. That clearly indicates that these seven items form a definite scale. In addition, factor loading with all other questions items are negligible. These seven items also are included in the original perceived unit performance organizational index. Besides these seven items, the PUP index included one additional item, the percentage of target attained. This consistency between Factor One and the PUP scale or PUP index points out that our original conception about PUP forming a scale is justified.

The next factor, Factor Number Two, also conforms to this pattern. Factor Two is highly loaded with nine items which vary from the frequency of supervisor subordinate rapport to the frequency of unscheduled meetings. All these items, likewise in the other case, also have high percentage of factor loading, varying from 0.55 to 0.76. Interestingly, all these questions are rei a ted to communication, various aspects of communication. Therefore, we might call this cluster, Factor Two, as intensity of communication. On the other hand, this factor does not correlate with the rest of the question items. Therefore, we can. safely say that this particular factor is naturally formed out of these nine items. When we compare this with the organizational design indices, we find that this factor coincided with the items included in the unit communication index. Unit communication index essentially is found by the three sub indices. They are written communication consisting of three items, personal communication consisting of another three items and group communication consisting of another three items. In the original indices we divide the unit communication into three sub scales, each relating to type of communication such as written, personal or group communication. However, in this natural formation all these nine items appear as one cluster or one factor. We concluded that Factor Number Two, which should be named as the intensity of communication is groupwise comparable to the unit communication in organizational design indices. Whether all these items should be included in a single scale or three sub scales will not matter much as the whole set of items included in the communication scales are equal to the items included in Factor Number Two. This, again, suggests that there is a strong consistency between the indices that we have constructed and the actual clustering of items in the empirically constructed scale, as represented by this factor.

The next factor is Factor Number Three, which is formed from items related to the downward and upward chain of command. In our questionnaire we have included a set of questions, eight in number, which are related to downward or upward formal communication in the organization which were not part of the original AOI questionnaires. We constructed a scale called chain of command out of these questions. In the factor analysis we also find that all of these questions, except the one that is downward work flow, are included in Factor Number Three. Again, these items are highly loaded with the factor, ranging from 0.55 to 0.74 in their correlations. This, again, shows that the chain of command indices that we have constructed is highly consistent

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with the natural cluster as discovered in the factor analysis.

The next is Factor Number Four which includes eight items which are all related to various types of questions regarding incentives. In our original indices we have created three indices, one on group-based-incentives consisting of two items, the other on individual-bas ed-incentives consisting of two items and group pressure on individual member to conform consisting of four items. The unit incentive in the organization design is inclusive of these eight items. In the factor analysis we are also glad to note that these eight items again form a factor which we named as extent of performance orienta tion.

We have in this scale all items, except one, again significantly loaded with the factor. This again indicates that unit incentive inclusive of three sub scales is coinciding with the natural cluster as we have observed from the factor analysis. The dividing of unit incentive into three sub scales will not handicap in any way the consistency between the two groups. This division may only help understand the effects of groupbased incentives, individual-based incentives and group pressure separately.

The next factor we identified is Factor Number Five which includes six items. These six items are the same as items relating to the index of job dependence on supervisors and that of job dependence among unit members. In other words, items concerning job dependence on the supervisors and among unit members themselves form a factor or a natural cluster and job dependence on other unit is excluded from this scale. This itself is very interesting, again confirming our idea that the job dependence of the unit on the supervisor and the unit member could be considered forming a pattern because these two sub scales are related to internal management relations. This, I think, is quite reasonable if the internal relations, not external dependency is the crux of the management process in NIA and we may call this scale 'extent of internal dependency.' Although the factor does not exactly match the job dependence items, the inclusion of all the items relating to job dependence among the inside personnel, both supervisor and members, suggests the natural formation of internal relationships or internal dependency itself as a cluster. We may again conclude that the natural cluster as formed by the factor analysis again is consistent with at least two sub scales of job dependence, one on supervisor and the other among unit personnel. It will be interesting to note also that three items we left out in this factor, relating to job dependence on other units form another factor which we identified as Factor Number Seven. On the whole, all the items relating to job dependence are accounted for by the two clusters or two factors, Factor Five and Factor Seven. Factor Five combining both job dependence on the supervisor among unit members and Factor Seven only relating to job dependence on other units.

The next three sets of factors, Factor Number Six, Factor Number Twelve and Factor Number Fourteen are related to distribution of authority or extent of say on the various aspects of management. You will note that in our original organizational indices

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we classified the type of authority by person who exercises authority, that means, supervisor authority, employee authority or collegial authority and external authority and authority of staff officer. However, the clustering of items under three factors we have identified does not exactly follow the same pattern of logic. Instead of clustering on the basis of the type of position such as supervisors, members, specialists etc. the items in the factors are grouped on the basis of the nature of the question than on the order giver's position. For instance, Factor Six is made up of three items, supervisor's say on performance, employee's say on performance and collegial say on rules, all having the correlations of .4, .77 and .67 respectively. We could definitely say that this factor represents how much say various persons, particularly employees and collegial group, enjoy regarding one particular aspect - setting performance standards - as an exercise of authority. Likewise, Factor Eight includes two items. One, the employee's say on rules and the other, the groups' say on rules. The supervisor's say on rules show also some correlation but it was 0.4 which is below the minimum that we have set as an acceptable norm, that is 0.5. On the basis of these two items, we would say that this factor is concerned with the extent of say on the rules which members as well as the group or the team other than the supervisor enjoy. Both of these factors may be considered as representing more participative authority since each factor closely correlates with employees and collegial group.

In the next factor, Factor Twelve, there are three items which are loaded with the factor. One is supervisor say on rules and the other is external say on rules and the last one is say on unit rule by staff officer. In contrast to the previous two factors, this factor measures the extent of say enjoyed by the various authoritative figures such as supervisor, external authority and the staff officer regarding the rules. In other words, this factor is concerned with how much say the authoritative positions carry in the organization. When both Factor Eight and Factor Twelve are considered together, we should say that the authority regarding rule-making functions has broken down into two types - one enjoyed by employees and collegial group and the other by men holding more authoritative positions.

The next factor, Factor Number Fourteen, is formed by three items. One is what say the supervisor has on performance criteria, the other is the extent of the external say on performance criteria and the other external say on performance appraisal. Here, in this case, the item relating to supervisor's say on performance criteria is not sufficiently loaded. It does not satisfy our minimum criteria but its correlation is .41, whereas the other two items are well above the minimum criterion of .5.

It should also be noted that this factor is formed on the basis of both the position of the man who has a say and also the type of say or the type of subject matter, in this case setting performance standards and making performance appraisal. By looking at the four factors we have identified with regard to the authority, we could suggest that the extent of authority is both defined by the type of decisions such as defining task, setting performance standards etc., as well as by the position of the persons. Though

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almost all question items related to this variable have been accounted for by the four factors, the factor patterns and the additive indices as designed by us does not really coincide. However, the fact that the factors are formed on the basis of subject matter and the position of the person should be noted. On the whole, we shall say that the subject of authority or who has a say on what matters is an important criteria or variable in organizational research, although the natural cluster does not conform exactly to the indices designed.

The next two factors, Factors Nine and Ten, are concerned with the to extent of conflict and type of conflict avoidance respectively. In the case of extent of conflict, frequency of supervisor-subordinate conflict, frequency of conflict among men and frequency of conflict with other units form this factor, having the correlation of 0.55 and above. Two questions - getting ahead at other's expense and the extent of conflict on performance criteria - included in the additive indices on the extent of conflict are not accounted for here. It is interesting to note that the extent of conflict is defined by the type of conflict such as super-ordinate conflict, conflict among members, not by the type of behaviour such as getting ahead at other's expense. Likewise, in the conflict avoidance, the items regarding conflict resolution by avoiding the issue, conflict resolution by smoothing issues and conflict resolution by hierarchy form a factor. Conflict resolution by confronting issues is not visible in this factor. This, again, is very logical because avoiding issues, smoothing issues and resolution by hierarchies are rather opting a way out without really facing the issues. The fact that they form a close relationship is understandable. Conflict resolution by confronting issues is by nature different from the other three types of resolutions. On the basis of this finding, it may be advisable that when we analyze the conflict resolution methods we should analyze item by item score rather than by a total additive score as formed by the index.

We also note that there is a factor which includes three items relating to job interchangeability. We find that most of the question items that we have used in such indices as mechanization also could be identified as a factor although each index has only two items. On the whole we should say that the natural cluster formed by the factor analysis generally conform to our classification of indices and especially the first twelve indices are very closely related to the twelve factors that we have mentioned.

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APPENDIXC SHOWING THE BASIC STATISTICS OF COMBINED (SUPERVISOR AND MEMBER) SUB INDICES AND QUESTION ITEMS NATIONAL IRRIGATION ADMINISTRATION, THE PHILIPPINES

ROLE INTERCHANGEABILITY IN UNrr Number Var. Coefficient

Observed Description

Variation 111 RI Role Interchangeability in Unit 39.36038

02 rforming same tasks 17.7721901 Q3 No. qualified immediate subordinates 444.2221666 Q4 54.8232019 05

Ease of rotating Jobs of immdt. subordi 39.4925194How often immdt. subordinates rotate Jo

CHAIN OF COMMAND Number Var. Standard CoeffIcient

Observed Desalption Mean

VariationDeviation 111 18.6313442

08 CC 2.9072712 0.5416637Chain of Command

0.8236577 58.7504073 Q9

Subordinates comm. go through you 1.4019608 1.2261311 40.3436674

010 Upward comm. go through immd. superv. 3.0392157

22.3517184 011

4.3235294 0.9663831Supv. comm. downward goes through you 33.6828742

012 1.0236952Comm. downwards go through imm. subord. 3.0392157

31.6562723 013

Suborindates work go up through you 47.9680969

014 2.19Work upward go through immd. super.

57.15546 015

Work from super. go down through you 31.5846903Work downward go through imm. subord.

UNIT AUTOMATION Number Mean Coefficient

Observed Var. Description

Variation 111 .4298946

016 UA Unit Automation 3.557598

.7876709 018

2.7342342How mudl automated equip. is used in unit Appraisal relled on automatic control systems 4.3529412

019 34.9208498 020

3.4313725 1.1982645Frequency of breakdowns 29.8934263.7843137 1.131261Down time as a result of breakdowns

UNIT STANDARDIZATION Number

Observed 111

Var.

US 021 022 023 024 025 026

.Description

Unit Standardization How clearly are performance targets set How precisely are rules etc. speficied Degree numerical procedures used to measure Percentage of rules etc. written out How often these rules etc. ignored How strictly are rules etc. enforced

Mean

4.3627451

33.6809459

C-l

SUPERVISORY AUTHORITY Number

Observed Var. Description Mean Standard

Deviation CoeffIcIent Variation

111 SA Supervisory Authority 3.3284314 0.7260878 21.8147137 027 Say on tasks as Unit Head 4.1470588 0.9376298 22.6095134 028 Influence on criteria as Unit Head 3.4117647 1.0932098 32.0423573 029 Appraisal made by Supervisor 3.6078431 1.1183161 30.9968055 030 Influence on rules as Unit Head 2.1470588 1.1466443 53.4053529

UNIT EMPLOYEE AUTHORITY Number


Deviation Coefficient Variation

i

111 UEA Unit Employee Authority 3.7571321 0.6644346 17.6846207 031 Immd. subordinate say on tasks 4.024024 0.8155208 20.2663003 032 Immd. subordinate influence on criteria 2.996997 0.7295988 24.3443224 033 Appraisals made by immd. subordinates 4.5285285 1.2903828 28.4945277 034 Immd. subordinate influence on rules 3.478979 1.2027152 34.5709239

r

EXTERNAL AUTHORITY OVER UNIT Number Var. Mean StandardDescription CoeffIcIent I

Observed Deviation Variation 111 EAOU 2.7030229 0.6029719 22.3073163

039 Extemal Authority over Unit

0.9798985 36.3369941 040

Supervisor say on tasks 2.6966967 43.622321

041 Supervisor influence on criteria 2~0.9294305

27.2308223 042

Appraisals of supervisor 3.7 1.0304997 2.3431373 1.1301021 48.2302969Supervisor influence on rules

UNIT COLLEGIAL AUTHORITY Number



111 UCA Unit Collegial Authority 3.256006 0.8205236 25.2003112 035 Subordinate say as a group on tasks 3.4294294 1.1186097 32.6179535 036 Subordinate influence as a group on criteria 3.2492492 1.095877 33.7270833 037 Appraisals of subordinates as a group 3.2147147 1.0363074 32.2363721 038 Subordinate influence as group on rules 3.1306306 0.9429176 30.1190952

AUTHORITY OF STAFF OFFICER Number Var. Description

Observed 111 AOSO Authority of Staff Officer

043 Say on tasks by staff outside unit OM Sayan criterial by staff outside unit 045 Appraisals by staff outside unit 046 Influence on rules by staff outside unit

Mean Standard Deviation

2.0755719 0.6295825 2.6201201 0.9842628 2.2612613 0.9343667 1.7957958 10.7593474 1.8039216 0.9651267

Coefficient 1 Variation 30.332965

37.5655613 41.3206013 42.2847281 53.5015908

C-2

DISTRIBUTION OF UNrr AUTHORITY Number

Observed Var. Desalption Mean Standard

Deviation CoefficIent Variation

111 DOUA Distribution of Unit Authority 3.0110294 0.4835796 16.060275 SA Supervisory Authority 3.3284314 0.7260878 21.8147137 UEA Unit Employee Authority 3.75/1"':;1 10.6644346 17.6840207 UCA Unit Collegial Authority 3.256006 0.8205236 25.2003112 EAOU Extemal Authority Over Unit 2.7030229 0.6029719 22.3073163 AOSO Authority of Staff Officer 2.0755719 0.6295825 30.332965

GROUP BASED INCENTIVES Number



111 !GBI Group Based Incentives 1.9797297 0.6922384 34.966307 047 Achievements recognized as a group 1.8843844 0.7751809 41.1370908 Q48 Reprimanded as a group 2.0750751 0.8030053 38.69676515

INDIVIDUAL BASED INCENTIVES Number

Observed Var. Desalptlon Mean Standard


111 IBI Individual Based Incentives 1.8333333 0.7186805 39.2007541 049 Achievements recognized as an individual 1.6516517 0.6695869 41.7513516 050 Reprimanded as an individual 2.0294118 1812 50.2205235

GROUP PRESSURE ON INDIVIDUAL MEMBERS Number



111 GPIM Group Pressure on Individual Members 3.066585 0.6076457 19.8150631 051 Gang-up on indo whose work is far below 3.627451 1.3269601 36.5810626 052 Gangup on indo whose work far exceeds 1.9411765 0.462955 23.849196 053 encourage individuals to excel 2.9954955 0.7766997 25.9269208 054 Compete with each other 3.6372549 1.3334183 36.660017

UNrr INCENTIVES Number



111 UI Unit Incentives 2.4836601 0.4666643 18.78938 GBI Group Based Incentives 1.9797297 0.6922384 34.966307 IBI Individual Based Incentives 1.8333333 0.7186805 39.2007541 GPIM Group Pressure on Individual Members 3.066585 0.6076457 19.8150631

WORK FLOW INDEPENDENCE WrrHIN UNrr Number Var. Desalptlon CoeffIcIentMean I~ard

Observed evlatlon Variation 111 WFIU Work Flow Independence Within Unit 3.0942342 0.8722226 28.1886416

055 Independent work flow 1.11402432.8993994 38.4225885 056 Sequential work flow 0.96254833.2642643 29.4874502 057 Reciprocal work flow 3.0555556 0.9822499 32.1463595 058 Team work flow 1.05519923.0945946 34.0981387

C-3

JOB DEPENDENCE OF SUPERVISOR Number

Observed Var. Desaiption Mean Standard


111 JDOS Job Dependence of Supervisor 2.7875817 0.7718781 27.6898838 Q59 UM rely on Sup. for materialslinformation 2.0980392 1.189973 56.7183389 Q60 UM depend on Sup. to do their job 3.0294118 1.2464276 41.1442129 Q61 UM rely on Sup. to perform next step 3.2352941 1.3800306 42.6554925

JOB DEPENDENCE AMONG UNIT MEMBERS N Description Mean Standard CoefficIent

nee Among Unit Members bers for materiallinfo.

er members to do their job

Deviation Variation

JOB DEPENDENCE ON OTHER UNITS Desaiptlon

Job Dependence on Other Units 2 3.3137255UM rely on staff outside for materiallinformation

UM depend on staff outside to do their job 2.3431373 1.1981429 51.1341337 UM rely on staff outside to perform next step 3.2522523 0.7903664 24.3021282

JOB DEPENDENCE AMONG UNIT PERSONNEL Number



111 JDAUP Job Dependence Among Unit Personnel 2.9055919 0.5421592 18.6591644 JDOS Job Dependence Of Supervisor 2.7875817 0.7718781 27.6898838 JDAUM Job Dependence Among Unit Members 2.9771242 0.8498493 28.5459801 JDOU Job Dependence on Other Units 2.9520697 0.7166809 24.2772355

PERSONAL COMMUNICATIONS Number


Deviation Coefficient Variation

111 PC Personal Communitations 2.4618736 0.7391509 41.1644323 Q71 Discussions between you and unit members 2.7941176 1.1632852 41.6333639 Q72 Discussion among unit members 1.8823529 1.1798147 62.6776559 Q73 Discussions with staff outside unit 2.7567568 2.3873386 86.5995387

WRITTEN COMMUNICATIONS Number Var. Description Mean Standard CoefficIent

Observed Deviation Variation 111 2.9847495 0.7174956 24.0387216

3.2387387 0.7445498 22.9888801 2.6201201

members 0.8890953 33.9333802

3.1862745 1.1750744 36.8792581 ritten reports among unit members

Written reports with staff outside unit

C-4

GROUP COMMUNICATIONS

Number Observed

Var. Description Mean Standard Deviation

Coefficient Variation

111 GC Group Communications 2.4335512 0.7319118 30.0758735 074 How often staff meetings are held 3.3963964 2.1344995 62.8460051

075 Unscheduled meetings with subordinates 1.872549 0.8750849 46.7322843 076 Unscheduled meetings with staff outside unit 2.1372549 0.7965174 37.2682437

UNIT COMMUNICATIONS OR INFORMATION FLOWS

Number Observed


CoeffIcIent Variation

111 UCIF Unit Communication/Information Flows 2.6267248 0.6015422 22.9008448 WC Written Communications 2.9847495 0.7174956 24.0387216 PC Personal Communications 2.4618736 1.0134163 41.1644323 GC Group Communications 2.4335512 0.7319118 30.0758735

UNIT CONFLICT

Number


Deviation

CoeffIcIent

Variation

111 UC Unit Conflict 2.1862745 0.562357 25.7221585

077 Disagreements between you and unit members 1.7745098 0.7022857 39.5763212 078 Disagreements among unit members 1.6862745 0.6597388 39.1240454 079 Disagreements with staff outside unit 2.7647059 0.880779 31.8579648 080 Get ahead with regard for unit members 2.5980392 0.8473582 32.6152968

081 Agree with criteria decision 2.1078431 0.7695551 36.5091273

METHODS OF CONFLICT RESOLUTION

Number

Observed


Coefficient

Variation

111 MCR Methods of Conflict Resolution 2.5220588 0.7112202 28.199986 082 Disputes handled by ignoring issues 2.7207207 1.181542 43.4275371 083 Dispute handled by smoothing over issues 3.1568627 1.3404972 42.4629535 084 Disputes handled by open discussion 2.5588235 1.3093232 51.1689537 085 Disputes handled by Supervisor resolving 1.7058824 0.8741416 51.2427812

PERCEIVED UNIT PERFORMANCE

Number

Observed

Var. Description Mean Standard

Deviation

CoefficIent Variation

111 PUP Perceived Unit Performance 2.5882353 0.5502554 21.259868 086 Percentage of performance targets attained 1.8823529 0.8593587 45.6534311 087 Ouantity of work produced 1.5490196 0.6983354 45.0824103 088 Quality of work produced 1.4607843 0.8974283 61.4346906 089 New ideas introduced 1.8137255 1.0691941 58.9501627 090 Reputation for work excellence 3.6568627 1.2858337 35.1622081 091 Attainment of goals 2.0098039 1.0762522 53.5501089 092 Efficiency of unit operations 3.9509804 1.3814718 34.9652916 093 Morale of unit personnel 4.3823529 0.9015291 20.5718061

C-5

APPENDIX 0

FINANCIAL PERFORMANCE INDICATORS

1. Current ratio. The ratio of current assets divided by current liabilities indicates a coverage of current liabilities by the current liabilities, the short term liquidity of the operations.

2. The return on the total assets. The ratio of the net income divided by total assets shows the profitability of the total assets in per cent.

3. The return on the current assets. This ratio indicates the profitability or percentage of return on the current assets utilized.

4. The gross revenue divided by the total assets indicates how much revenue is created per 100 monetary units of the total assets.

5. The gross revenue divided by the current assets is the ratio of the efficacy of the use of current funds, that is, how much revenue is generated by per 100 monetary units of current assets.

6. The net income-net asset ratio equals the net income divided by net assets (total assets-current liability). The return on the profitability is calculated on the basis of the net amount of assets involved in the operations.

7. The repayability ratio indicates the number of years that will be taken to repay the long term debt with the current net income of the corporation.

8. The ratio of long term debt to retained earnings. This ratio compares the relative size of the long term debt to the amount of the retained earnings accumulated. This indicates the repayability of long term loans, if the alternative use of retained earning is made.

0-1

APPENDIX E

OPERATING RATIOS FOR THE YEARS 1980-1989

1. Elements of operating income as per cent of the total revenue. These percentages will indicate the relative importance of each of the operating revenue items in the total make up of the revenue.

2. Elements of non-operating income as per cent of the total revenue. This again shows what percentage of the total revenue is contributed by each of the nonoperating revenue items.

3. The operating income as per cent of personnel services cost. This ratio denotes what percentage or proportion of the personnel services is covered by the operating income of the Corporation.

4. The operating income as per cent of total expenditure indicates the relative size of the operating income to the total expenditure or to what percentage of the total expenditure the operating income contributes.

5. The profitability of the enterprise. The total income divided by the total expenditure indicates the rate of loss and profit of the operation.

E-l

APPENDIX F

QUESTIONNAIRES

JOB DESIGN QUESTIONNAIRE

GENERAL INSTRUCTIONS

Definitions: This questionnaire asks many questions about your job and how it is organized or designed.

Most of the questions ask you to circle one of several numbers that appear on a scale below the item. Corresponding with each number on a scale is a brief description of what the number represents. You are to circle the one number that most accurately reflects your answer to each question.

For example, if your answer to the following question is "very much" (and we believe it should be), circle the number "5" on the answer scale:

How much is it worth my time to fill out this questionnaire during the next hour ?

NONE LITTLE SOME QUITE VERY A BIT MUCH

1 2 3 4

If you do not understand any question, BE SURE TO ASK US FOR HELP. We realize that not all questions are simple, and that is why we are here to answer any questions you have.

F-2

JOB DESIGN QUESTIONNAIRE

THE NATURE OF YOUR WORK AND JOB

1. WE WOULD LIKE TO KNOW THE MAJOR KINDS of funct ions, tasks and work activities you would have been performing regularly during the past three months. If functions, tasks and activities you do are not included in the 1 i s t, please use the extra blank space provided and descr ibe these functions, tasks and activities. Select a few important functions or tasks you perform regularly and indicate approximately how many hours spent each week for each of these functions or tasks. (You do not need to use items not important or relevant to you) .

Function 1: Office Administration

Function 2: Programming/Budgeting

Function 3: Checking, Auditing and Reporting,

Controlling

Function 4: Personnel Relations/Management

Function 5: Analysis, Planning and Design

Function 6: Water Allocation/System Operation

Function 7: Maintenance

Function 8: Construction

Function 9:

Function 10:

Function 11:

Function 12:

F-3

PLEASE ANSWER THE fOLLOWING QUESTIONS BY THINKING ONLY ABOUT THE TYPES Of FUNCTIONS OR TASKS THAT OCCUPY MOST OF yOUR WORKING TIME.

2. To what extent do you perform the same tasks trom day to day 1 (Circle a nu.m.ber below the scale.)

ALMOST ALL MY TASKS MANY OF MY TASKS ARE !\BOUT HALF MY TASKS ARE SOME OF MY TASKS ARE ALMOST NO TASKS ARE ARE THE SAME DAY-TO-DAY THE SAME DAY-TO-DAY THE SAME OAY-TO-DAY THE SAME DAY-TO-DAY THE SAME OAY-TO-DAY

J. (Cirel"

VERY MUCH THE SAME MOSTLY THE SAME QUITE A BIT DIFFERENT VERY MUCH DIFFERENT COMPLETELY DIFFERENT

4. How easy is it tor you to know whether Y give you many clues t on feedback from your supel'Vlsor or co-wolkersJ ?

figure out how well you en-e doing your job (without relying

MY WORK GIVES ME NO CLUES

MY W()RK C I VI!:S A FEW CLUES

HE MY WORK GIVES SOME'. CLUES

ME MY WORK elVES MANY CLUES

ME MY WORK GIVES ALL eLVES

ME

10. During the past J months, how often did you l :'ceive s~lggestions or feedbdck trom your co-workers on your work 7

NOT ONCE ABOUT ONe E A MONTH ABOUT ONCE A WEEK ABOUT EVERY DAY OR SO SEVERAL TIMES A DAY

11. How tnanr hours per week. on or otf the job do you spend in some kind of re

21.

14. How often do you tollow about the same work methods or steps for doing your major tasks from day to day 7

VERY SELDOM SOMETIMES ABOt.1l' HALF THE TIME QUITE OFTEN VERY OFTE.N

IS. To what extent did you follow standard operating procedures or practices to do your major tasks during the past 3 montha?

TO NO EJITE.NT LITTLE EXTE.NT SOME EXTE.NT GR EAT EXTE.NT VERY GREAT EXTENT

16. How many written rules and procedures exist for doing your major tasks?

VERY FEW IF J\N'( A Sw

25 How clearly does your job descriPtion specify the standards of performance on which your job is ev,ft,luated ?

NO JOB DOES NOT STATE ANY VERY GENERAL IN STATING QUITE CLEAR IN STATING VERY CLEAR AND PRECISE IN DESCRIPTION PERFORMANCE STANDARDS PERfORMANCE STANDARDS PERFORMANCE STANDARDS STATlNG PE:RFORMANCE STANDARDS

5

26. 1'0 what degree has your supervisor discussed with ~ these performancQ standards on which your job is. evaluated 7

MY NEVER

SUPE:RVI SOR DISCUSSED ONLY

MY SUPERV I SOR ME.N'T'tONED VERY GENERALLy

AND DID NOT CLARIFY

MY SUPERV! SOR DISCUSSED QUITE SPECIFICALLY

AND CLEARLY

MY SUPERVI SOR DISCUSSED IN A VE:RY DETAlLED

AND CLEAR WAY

27. ~ is it to ~ the level ot performance that is expected from you?

I DON'T KNOW WHAT'S QUITE EASY QUITE MRD VERY MRD BUT EXCESSIVELY HARD AND EXPECTE:D OF ME ATTAINABLE AND IMPOSSIBLE 1'0 ATTAIN

29. To what extent do you believe that the performance standards upon which you work is evaluated are ~ ?

I DON'T KNOW WHAT STANDARDS ARE: USED VERY UNFAIR SOMEWHAT UNFAIR QUITE FAIR VERY FAIR

29. ~do~s your supelvisor hold you personally responslble tor achieving these pertormancE.' standards for your job?

NOT AT ALL VERY LITTLE SOME QUITE A BIT VERY MUCH -----_..._-_..._---_...._---_..._---------

30. Ouring the past year, how otten did your itnrnediate supe:-rvisor diseUSE". your work pertorman.::e with you

NOT ONCE Al3OU'l' 1-4 TIMES A yEAR ABO!)T ONC E A MONTH ABOU'I' oNC E A WEE)( ASCOT EVERYDAY OR SO

2

31. When your work pertormanc(:' wa.s discussed with YClU, how otten did you n?ceive practical suggestions tor improving your work?

NEVER SELDOM ABOUT HALF THE TIME OFTEN EVERY

---------_._---_._-------

32, If you attain the ;Jertormancl;: level th~t is .:-xpected Of you, how likely IS 1t that e4ch or Ehe fol[owlng WIll happ.:-n:

N{, CHANCE SMALL CHANCE SOt CHANCE QUITE LIKeLY ALMOST A CERTAINTY

You wi 1 t tJ (-'\?('('9ni :!.o-d f'1 y('Llt 'I'.;("!

w(![ k :.'

b. You will be given i:I promotic1n If. thj:;;

organization 1

33, If you do not attdin the pertorm.'ln toll OWl ng:

a. YOUl~ job 7 2

b. Your supervisor

c. Your pay?

d. The friend] illl2'$$ o!Ind

cooper-at i vene$$ (if your co-worker;?, ? 2

e. The career pr(.gl ess Y0U h,,. za'( ion

1h the future ?

F-6

NONE A LITTLE SOME QUITE A BIT VERY HUCK

35. How much effort do you put into your work 2

36. How much did you try to improve your job performance in the past three months 1 2 3

37. Each ot the statements below something that a person might say about his or her job, Please indicate your own l personal feelings about your job by ing the appropriate cWgree of agreement or disagreement for each scatement.

01 SAGREE STRONGLY DISAGREE SOMEWHAT NEUTRAL AGREE SOMEWHAT AGREE STRONGLY

a. I do not rea 11 y care much about whether or not the work Qets done right,

b. My opinion of myself goes up when 1 do this job well.

c. My supervisor often lets me know how well 1 ~ performin9 my job.

d. I feel a great sense of personal accomplishment when I do this job weli.

e. ~e;~~~S~br~rryhi~~ ~~~r:~l,~f Iea~s~~al OilS Job' 2

t. frequently think of quitting this

Q. I feel bad and unhappy when 1 discover that 1 have performed poorly on this job, 2

h. My co-workers never give me now weIll am

on this job dlmost -f>edb.'lck about

on my work.. 5

i. I feel 1 should .;r

to do

1 . I am when

INn tOned OJ 1 d6 intE:-II"'1

ShAl.Jo? ljP~ W'l to, ifI thi~ job, 5

WHAT ~IND OF JOB DO YOO PREFER 7

PEOPLE DIffER IN THE KINDS OF JOBS THEY WOULD MOST LIKE TO HOLD. THE QUESTIONS IN THIS SECTION GIVE YOU A CHANCE 1'0 SAY JUST WHAT IT IS ABOUT A JOB THAT IS MOST IMPORTANT TO YOU PERSONALLY.

FOR EACH QUESTION BELOW. TWO 01 FfEPNT KINDS OF JOSS ARE SRIEfLY DESCRIBED. YOU ARE TO INDICATE WHICH Of THE JOBS YOU PERSONALLY WOULD PREFER IF YOU HAD 1'0 MilKE A CHC>In: BETWEEN THEM.

IN ANSWERING EACH QUESTION. ASSUME THAT EVERYTHING ELSE AWArr THE .I'A' IS THE SAME. PAY ATTENTION ONLY TO THE CHARACTERISTICS ACTUALLY

LISTED.

ONE EXAMPLE IS GIVEN BELOW.

JOB A JOB B

A req\Jiring work 01 th day.

with m~ch.:.ni~"dl t;-quipment A job r(-"quil'ing ddy.

work with vt h

JOB A JOB II

40. A job in which greater responsibilit.y is given to A job in which greater responsibility is given to loyal

those who do the best work. efJq;)loyees who have the most seniority.

! ---- ---- -2-- -- --- - --j- --- ------4-----------5 STRONGLY SLIGHTLY NElfI'RAL SLIGHTLY STRONGLY PREFER A PREFER A PREFER B PREFER a

41. A job in an organization which is in financial A job in which you are not allowed to have any say whatever trouble - and might have to close down within the year. in how your work is SCheduled or in the procedures to be used

in carrying it out.

1---------2---STRONGLY SLIGHTLY

PREFER A PREFER A

42. A very routine job. A job where your co-wol-kers are not very friendly.

1- ---- ----2---- ---- - -3 ----- -----4--- ----- - --5 STRONGLY SLIGHTLY NEUTRAL SLIGHTLY STRONGLY PREFER A PREFER A PREFER a PREfER B

43_ A job with a supervisor who is very otten critical A job that prevents you fl'orn using a nwn.ber of skills

of you and your work in tront of other people. that you worked hard to develop.

1- -- -- --- -2--- -- - - - - -3 --- -------4 ----- -- - - --, STRONGLY SLIGHTLY NEUTRAL SLIGH'l'LY STRONGLY PREfER A PREFER A PREFER B PREFER B

44. A job with a supervisor who respects you and treats A job that pt'ovides constant opportunities for you to you fairly. learn new and interestirl9 things.

3- 4--- --S STRONGLY SLIGHTLY NElrrRAL SLIGHTLY STRONGLY PREfER A PRt::FER A PREfER B PREFER B

45. A job where there is a real chance you could be laid A job with very little .:::hdnce to do challenging \Nark. otf.

J---- ---2--- --3---------4--------- STRONGLY SLIGHTLY NEUTRAL SLIGHTLY STRONGLY f'REFF;R A PREfER A PREFER B PREfER B

46. A job in \Nhil:;h the!-(~) .~ fE'",l .:-hAn

FINALLY, PLEASE ANSWER THE FOLLOWING OUESTIONS ABOUT YOURSELf. YOUR ANSWERS ARE USEFUL fOR STATISTICAL ANALYSIS AND ARE STRICTLY CONFIOENTIAL.

'fears

50. How long have you worked in this organization?

Years

51. a) How many years did it take for you to reach a tnanaQerial or supervisory position

Years

b) How many years have you served in the present position

52. Indicate your sex: Female Male -2--

53. How old were you on your last birthday _____ Years old.

54. How many dependerlts do y..,u have -: (You and others who depend on your" income tor thell" financial support.J Number of dependents.

55. How tnany years ot academic, vocational. or pl"oiessional education have you obtained beyond high school ..,

YEARS ArTER HIGH SCHOOL

2

GRADE SCHOOL HIGH SCHOOL VOCATIONAL OR CRAFT COLLEGE BACHELOR'S MASTER'S DEGREE DOCTORAL DEGREE DIPLOMA DIPLOMA CERTIFlCAT1(>N DEGREE

57. Tick the specific ma.jor or field of sg!cialization in which you obt

WOR!< UNIT QUESTIONNAIRE (SOPERVISOR)


Definitional Th1Q queationnaife Aaxa many ~eat1on8 abo~t your job and how it is organized ot d~&1gned.

Host of the questions ask you to cIrcle onl? ot sevelal numbers that appear on a scale below the ltem Corresponding with each number on a scale is a brief desCnptlon ot what the number represents. You are co circle the one number that most accurately reflects your answer to each question.

For example. if your answer to the following question is "very much" tand we believe it should be}, circle the number "5- on the answer scale:

How much is it worth my time to till out this questionnaire during the next hour?


If you do not \,Inderstand any question, BE SURE TO ASK US FOR HELP. We realize that not all qu~stions are simple, And that is why we Are here to answer any qu@stions you have.

F-IO

WORK UNIT QUESTIONNAIRE (SUPERVISOR)


1. WE WOULD LIKE TO KNOW THE MAJOR KINDS of functions, tasks and work activities you would have been performing regularly during the past three months. If functions, tasks and activities you do are not included in the list, please use the extra blank space provided and describe these functions, tasks and activities. Select a few important functions or tasks you perform regularly and indicate approximately how many hours spent each week for each of these functions or tasks. (You do not need to use items not important or relevant to you).

Function 1; Office Administration

Function 2; Programming/Budgeting

Function 3: Checking, Auditing and Reporting(

Controlling





Function 8 ; Construction

Function 9 ;

Function 10:

Function 11 ;

Function 12 ;

F-ll

WORK UNIT QUESTIONNAIRE (SOPERVISOR)

This questionnair~ is to be answered by the supervisol' of the organizational unl t or work unit under study.

TEE ORGANIZATION AND WORK OF YOUR UNIT

The following questions ask how your unit is organized to its work and achieve its performance goals. Please keep in lnind that your unit ~::on$ists of you, as the unit supervisor, and dll individuals who report directly to you,

LIST OF CATE.GORIES OF JOB TITLES HELD BY YOURSELF !\NO ALL UNIT PERSONNEL WHO REPORT NUMBER OF PERSONS IN EACH DIRECTLY TO YOU (INCLUDE ALL fULL- AND PART-TIME SALARIED STAFF CATEGORY OF JOBS AND VOLUNTEERS)

1.

2.

3.

5.

6.

7.

a.

10.

11,

12.

2. During the past 3 months. how many of your imm>2"diat .... unit subordinatOi?$ r)erfortn~nci;' the same basic tasks. or did each perform a di t ferent task ? ---

NO ONE PERFORMED SAME ONLY A FEW PERFORMED SAME ABOUT HALf PERFORMED SAME MANY PERFORMED SAME ALL ~ERFORHE.O THE TASKS TASK!'; TASKS TASKS SAME BASIC TASKS

,--~~-~-,.-~~--.... --_ .... _--_.... --~---~---------

J. How many of your immedidte subOHllOaCE'S at'e q\A-"Ilified to do one another'S job?

NONE ONLY A fEW ABOUT HALF MANY ALL

4. so that each could do a 900d job performing the

VERY DIFFICULT, MOST QUITE DIFFICULT, SOME SOMEWHAT DIFFICULT QUITE EASY. SOME VERY EASY, NO MEMBERS MEMBERS WOULD NEED MEMBERS WOULD NEED A FEW MEMBERS WOULD MEMBERS WOULD NEED WOULD NEED RETRAINING EXTENSIVE RETRAINING ElITENSIVE RETRAINING NEED RETRAINING RETRAINING,

S. DU}'ing the Pdst J mnttl::'., I.,.'w ,~It""i) di

7. To do its work. how much does your unit use .automated equipment. machines, or computer d~vices (e.g. computer desk lJ'\onitor8~ di rect data entry;-or:-TBH cards} '"I

NO'!' AT ALL VERY LIT'l'LE SOMEWHAT Q(JITE A BIT VERY MUCH

2

8. Specifically. please indicate the kinds of equipment, IDachines or computer devices used by your unit to do its work.r

9. How frequently did your unit encounter breakdown in these mechanical devices for doing its work during the past three monEhs'

NOT ONCE ONLY ONCE IUlOU'l' EVERY MONTH ABOU'I' EVERY WEEK AIlOUT EVERY DAY

2

10. About how lJ'\uch devices dUrln(J

non-work tne past

-down time- did all people thr~e months ?

in your unit accumulate as a result of breakdowns in these mechanical

NO DOWN TIME EXPER I ENCED

A FEW HOU!

A VARIETY OF APPRAISAL METHODS CAN BE RELIED UPON TO DETERMINE AND EVALUATE HOW WELL AN ORGANIZATIONAL !)NIT IS ACHIEVING ITS PERFORMANCE CRITERIA.

16. To what degre~ of the following methods of .appraisal relled upon to how well your unit pertollllS its wOl-k; DEGREE RELI EO ON FOR EVALUATING WORK

NONE LITTLE SOME QUITE A BIT VERY MUCH

a. Automatic control systems or built-in monitoring devices (e.g. computer

control devices. mechanical a)erts ) 7

b. Appraisals made by your supervisor or his superiors '1 5

c. Appraisals made by you individually, as the unit head 1 2 5

d. Appraisals o~ ~~~~o!::~!a~e subordinates who individually review and evaluate

Appraisals made by staff or specialists positioned outsidE> of your immediate- work. unit? --- 5

17. liow clearly have spe.;i tic peorfonnance targets been set for your unit

NO TARGETs WERE SET TARGETS ARE VERY UNCLEAR TARGETS ARE SOMEWHAT CLEAR TARGETS ARE QUITE CLEAR T.i\P:GETS ME VERY CLEAR

2

18. HowdiEficu1t is it tor your unit to~thE>se performanCE> targets:

NO TARGETS WERE TA~~ETS VERY EASY TARGETS Q\lITE EASY TARGETS DIFFICULT TARGETS VERY DIF- TARGETS IMPOSSIBLY SET TO ATTAIN TO ATTAIN BUT ATTAINABLE FICULT TO ATTAIN DIFFICULT TO ATTAIN

e. 2

2

19. Overall. what percent of these performance targets were attained by yovr unit last year

NO TARGETS WERE SET 0-20\ 21-40\ 41-60\ 61-80\ 81-90\ 91-100\ MORE THAN 100\

7

20. When t a rge t p~r! 0nnanCe following things;

b, Gang-up on the individual whose wo)'k is fal" beiow that of the (')f.ht'l't'. t ,",rd

ABOl1'1' YOOR ORGANIZATION

The following questions ~re concerned with how your organization generally operates with regard to the line of communication, work flow etc.

The four questions immediately following this statement are concerned with the communication or work flow originating from yoursubordinate or your superior.

Four types of possible responses are given and circle the appropriate nWllber to indicate practices in your organization.

AlMAYS '!'IIII()QGH /IDSTLY THR()QGH GENERALLY THI!OQGH NO lIARD lINt) FAST YOU YOU WITH A FEW YOU WITH QUITE A lUlL!:;. ~Y-PASSS

BY-PASSES ONLY BIT Of BY-PASSES ME AI..LOWED DEPENDING ON OCCASION. TYPE

OF JOB. URGONeY ETC.

23. a) To what extent communication output from your subordinates go through you. 2

b) To what extent communication downward

from your supervisor passes th rough you. 2

C) To what extent does the work frorn your

subordinates PdSS 1)r:)\IJr;'trd throll9h you. 2

d) To what extent does the work from your

superior pass downward through you. 2

The followin9 questions are concerned when you yourself communicate upward or downward or pass work upward or downwards.

Four t~s of possible responses are given and circle the appropriate number to indicate practices in your organization.

AlMAYS MOS'l"I.Y WITH VERY NO HARD lINt) FAST IUJLE. FEW &xCEPTlotIS BY-PASSES ME MADE DEPENDING

ON OCCASION. TYPE OF JOB. 'JRGONeY, ETC.

24. a) To what extent wh\?n you cOtrUltunicate upwards do you 90 through your i~diate supervisor. 2

bj To what extent when you communicate downw.-.rd$ do you 90 through your if1\m,~iate subordinate

cj Mhen you pass work u~ards. do you thrOu9h your immf'dh1f to s;.ulr -rvl $''1.

send

d) TO what extent wh~n you pass work downwards do you go through your i~ediate subordin4te.

RULXS, POLICI&S, lINt) PROC&DtTRE:S FO~ 'l'HlI UNIT AS A WlIOLE

THINK A1lOUT THE VMlOUS OPERATING RULES, POLICIES. AND PROCEOOf

30. How Much intlu~nce or say did each of th& following AMOUNT O~ INFLUENCE IN nave In decldlng upon these utilE operating rules, DECIDING UNIT PROCEDURES policies .. and procedures:

NONE LITTLE SOME OUITE A BIT VERY MUCH

a. Your supervisor or his superiors? 2

b. ~t as the unit h~ad '"} 2 5

c. Your immediate subordinates individually 5

d. You and your immediate subordinates as a group in unit meetings? 5

E!. People in staff or specialist positions outside your immediate work unit 1 -- 2

THE NEXT FOUR QUESTIONS ARE ABOllT THE INTERNAL Fr.ow of' WORK AENEEN YOllR IMMEDIATE SUBORDINATES. LI STED AND DIAGRAMMED BELOW ARE FOUR COMMON WAYS THAT THE WORK PEPF'JRMlm IN YOU~ UNIT CAN FLOW BE1"WEEN YOUR IMMEDIATE SUBORDINATES. (YOU, AS THE UNIT SUPERVISOR, SHOULD CONSIDER YOURSELF OUTSIDE THE BOXES BELOW,

31. HOW MUCH WORK NORMALLY FLOWS BETWEEN MY IMMEDIATE SUBORDINATES IN THIS MANNER

ALMOST NONE LITTLE ABOUT 5 0' OF ALL A LOT AI.MQST ALL OF OF THE WORK ALL THE WORK THE WORK

a. Independent Work Flow Case, where work and actlvltles are performed by your immediate subordinates separately and do not flow between them '1 5

Work Enters Unit

HOW MUCH WORK NORMALLY FLOWS BE1"WEEN MY IMMEDIATE SUBORDINATES IN Till S MANNER

ALMOST NONE LITTLE 1\!lOU'T 50\ OF ALL A LOT ALMOST ALL OF

OF THE wORK ALL 'fHE WORK THE WORK

b. sequential Work Flow Case, wherE' work c'tnd .:\ctlvltle5 flw L""twl2"'!'1 's"JU! '(1r..;" subordinates, t..U( most 11' i 11 (Jflt" rt?,:t 1 '~'Il.

Work Ent~t:-..,.

c. Reciprocal Work Flow Case, where work and actlvltl~s flow between your immediate subordinates in a back-and-forth manner oller a period ot time 7

work Enters

Work Lf

HOW HUCH WORK NOIUlALLY FLOWS BETWEEN MY IHHEOIATE SUBORDINATES IN THIS HANNER

ALMOST NONE LITTLE AB

NOT ONCE ABOtn' ONCE AaouT EVERY AaouT ONCE AaouT 2-4 ONCE A A MONTH TWO WEEKS A WEEK TIMES/WEEK DAY OR

MORE

39. During the past 3 months, how frequently were you involved in impromptu~ unscheduled meetings to solve specific work problems:

a. With two or more ot your subordinates?

b. With two or more people from outside .....,t yOU! unit

5

HOW OFTEN DISAGREEMENTS OR ARGUMENTS OCCURRED

40. During the past 3 months. how otten di slligreements or arguments;

were there NOT ONCE ABOtn' ONCE

A MONTH ABOUT EVERY

2 WEEKS ABOtn' ONCE

A WEEK SEVE.RAL TlMES

A WEEK EVERY DAY

a.

b.

c.

Between you and un i t memJ)'Ts

Among un l t rnembel-s ?

Between you and people in other units

2

2 5

41. When these disagreem~nts OJ disputes occurred. how often were they hdndled i n e~ch ot the tol1o"'l1og w~ys dun ng the P.;Jst ""l1i"ree monthS 7

ALMOST NE:VE:R

HOW OFTEN

SELDOM

DISPUTES RESOLVED THIS WAY

ABOUT HALF THE TIME OFTEN VERY OFTEN

a. 8y ignoring 01" avoiding the issues? 2

b. Sy smoothing ()Voi> I trl~ )s:;"ues 1.>1 by making seem less important?

c, By bringing th~ iSSll""~ ',;;: in the .:'pef! ivt-" theissues be tween un its ? 5

42. Over.!'),ll, to what ~ does this cont}k:t resolution h~lp or hinder your unit's pertormanr:::e

HINDERS A LOT H lNDE:RS MORE THAN HELPS NEITHER HELPS NOR HINDERS HELPS MORE THAN HINDERS HELPS A LOT

43. How much are unit mt-mb~l$ willing to give other mmbers the suppon: they nei"d

NONE LITTLE .sOME QUITE A BIT VERY MUCH

to do') good job

5

44 In relation to otrler ,'f< t-,",~h ,'.f tlit' ":.1 !

NOW MAKE A SELF-ASSESSMENT OF THE ORGANIZATION AND EFFECTIVENESS OF YOOR UNIT. HOPEFULLY. THe; QUESTIONS YOU HAVE ANSWEilEO SO FAR STIHULATEO YOQ TO MllJ 1 professiondl such ,os Law (4 J social science

53. Your job title:

F-19

WORK UNIT QUESTIONNAIRE (SUPERVISOR)

ENVIRONMENT AND GENERAL SITUATION

(To be completed by the supervisor and 1 Senior Member)

The following questions are rela~ed to the environment and general situation in which the unit operates.

1. How certain is the amount or level of budget at which your unit will be operating for the next financial year.

Very Uncertain Uncertain Somewhat Inbetween Certain Very Certain

3 4 5

2. How likely is tilat your organization or aqency itself will face the budget crunch in the next three years.

Most Unlikely Unlikely Somewhat Unsure Likely Most Likely

2 3 4 5

3. How uncertain is it for your unit information, other support) to get

to get resources the job done.

(money, physical inputs, co-operation,

Very Uncerulin Uncerta in Somewhat Inbetween Certain Very Certain

3 4 5

4. How likely is it Lhat your uniL wi 11 r

THE FOLLOWING QUESTIONS ARE TO BE ANSWERED BY HEADS IN CHARGE OF IRRIGATION SYSTEMS. THOSE HEADS NOT DIRECTLY IN CHARGE OF ANY PARTICULAR SYSTEM OR MEMBERS WHO ARE NOT IN THE UNITS DIRECTLY OPERATING A PARTICULAR SYSTEM NEED NOT ANSWER THESE QUESTIONS.

7. How likely is it that your unit or system may face environmental changes such as drought in the next three years.

Very Unlikely Unlikely Somewhat Sure Likely Very Likely

1 2 3 4 5

8. How well do you think your unit performed in the last year in providing service to water users, farmers ?

Select the degree of performance level which you think your unit has achieved with regard to each of the following criteria.

a. Adequacy of water suppl ied for crop requirement ?

Low Level of Performance High Level of Performance

2 3 4 5

b. Timeliness of water supplied for crop requirement ?


2 3 4 5

c. Fairness practiced in distributing water to farmers in different locations.


2 3 4 5

12. What importance do you give to outsiders such as political or other influential groups in making decisions with regard to water distribution.

DEGREE OF IMPORTANCE

Lowest Highest

1 3 5

F-21

WORK UNIT QUESTIONNAIRE (UNIT MEMBER)


Definitions I This questionnaire asks many questions about your immediate unit and your unit members.

* -=-=.=-=-:::-,;;;;..;::.c..;::.=....:;...::.=..::=-=- means that person whom you report to di rect ly, today.

* Work unit means your immediate supervisor and all individuals (your coworkers) who directly report to your immediate supervisor. The immediate supervisor can be at the different levels of organizational hierarchy. In the case of the field work unit, the immediate supervisor many be the field engineers or system managers. In the case of a ional office, the immediate supervisor will be the regional or divis I manager and immediate subordinates may include his list or subject area assistants and also system managers.

* Unit members are all the individuals in your immediate unit except your immediate supervisor.

Most of the questions ask you to circle one of several numbers that appear on a scale below the item. Corresponding with each number on a scale is a brief description of what the number represents. You are to circle the one number that most accurately reflects your answer to each question.

For example, if your answer to the following question is "very much" (and we believe it should be), circle the number "5" on the answer scale:

How much ~s it worth my time to fill out this questionnaire during the next hour ?


I 2 3 4 o If you do not understand any question, BE SURE TO ASK US FOR HELP. We realize that not all questions are simple, and that is why we are here to answer any questions you have.

F-22

WORK UNIT QUESTIONNAIRE (UNIT MEMBER)


1. WE WOULD LIKE TO KNOW THE MAJOR KINDS of functions, tasks and work activities you would have been performing regularly during the past three months. If functions, tasks and activities you do are not included in the list, please use the extra blank space provided and describe these functions, tasks and activities. Select a few important functions or tasks you perform regularly and indicate approximately how many hours spent each week for each of these functions or tasks. (You do not need to use items not important or relevant to you) .

Function 1: Office Administration

Function 2: Programming/Budgeting

Function 3: Checking, Auditing and Reporting,

Controlling





Function 8: Construction

Function 9:

Function 10:

Function 11:

Function 12:

F-23

WOIU': ONI'!' QUES'!'IONNAIRE (eNI'!' KEMSER)

'l'BE ORGANIZA'!'ION AND WOIll( OF 1I0O'R eNI'!'

SO PAR yOU HAVE BEEN ASKED QUESTIONS ABOUT YOUR WORK AND YOUR 00B. This part asks how your unit is or9'ani2ed to do its work and achieve its perfoI1'l\ance goals. Plea.se keep in mind that your unit consists of your immediate supervisor and all individuals (your co-workers) who report di rectly to your supervisor.

2. Durin

8. How much do people in your immediate unit ~ that these are the three most important criteria for evaluating the performance of your unit ?

AGREE A LI'!'TLE AGR EE SOtIEWllA T AGREE QUITE A BIT AGREE VERY IlUCH

9. Overall. how clearly have specific performance targets been set for your unit

NO TARGETS SET TARGETS VERY UNCLEAR TARGETS SOMEWHAT CLEAR TARGETS QUITE CLEAR TARGETS VERY CLEAR

10.

NO TARGETS SET TARGETS VERY EASY TARGETS QUITE EASY TARGETS 01 ff I CULT TARGETS VERY TARGETS IMPOSSIBLY '!'O A'!'TAIN '!'O A'!'TAIN Btrr A'!'TAINABLE DIFFICULT '!'O A'!'TAIN DIFFICULT '!'O A'M'AIN

5 6

1], How frequently do you receive information about how well your unit achieves these performance targets 7

NO TARGETS SET NEVER ONLY AT YEAR END EVERY MONTH EVERY WEf>K EVERYDAY SEVERAL TIMES DAILY

12. Over~ll. what percent ot these performance targets were attained by your unit last year?

NO TARGETS WERE SET 0-20\ 2140\ 41 -60\ b 1-80\ 81-90\ 91100\ MOR E THAN 100\

2

Jj. How much do members of your unit do the following things: HOW MUCH TH I S HAPPENS

NOT AT ALL A Ll'!'TLE SOtlE QUITE A BIT VERY IlUCH

a. Comp;te with each other to achi~v@ performance targets? 2 5

b. Cang-up on th~ individual whose work is tdr below that

ot the others to contorm to g.oup norms ? 2

Cang-up on the individual whose work far exceed that of

the others to conform to group norms ?

d. Encourage individuals to and strive tor increasingly

hlgher levels of work ~~rOC","=,'~a ? 2

e. Try to get ahei1d wlthout r~gard tor the intel"est ot othel'

unit me-mbers ?

A&O~ YOUR ORGANIZATION

The following questions dt(> ....:oncern~d with how yuur {ll(-ld:!nizdr:ion glo;'n~lally operdtes ..... ith regard to thl!? line ot communication, work flow etc.

The four questions immedidtely fc'llowin9 thi St ';(;1I'~t'"rn-d with thi>" communicat ion or work flow originating from your subordinate or your su~rio!'.

ALwAYS THROUGH MOSTLY THROUGH GENERALLY THROUGH NO HARD AND FAST YOU you WITH A FEW yOU WITH QUITE A RULE. BY-PASSES

BY-PASSES ONLY BIT OF BY-PASSES ARE ALLOWED DEPENDING ON OCCASION. TYPE

OF JOB. lJRG ENCY ETC.

14. a1 To what extent communication from your subordin~tes 90 2

b) To what ex~ent commun i,:'at ion downward

from your su~rvisor passes thl~ough you

c} '1'0 what extent dV1il:s th~ work fn:>tn YOUl

subordinates pass u(lWitl"d through you.

d) To what extent d0'"S thE:' work tY0M youl

superi or pass downwdrd tlwou9h (lU.

F-25

---

The following questions are conc~rned when you yourself communicate upwdrd or dO'wnward or pass work upward or downwards.

Four types of PO'ssible responses dre given and circle the appropriate number to indicate practices in yO'ur organi2.ation~

ALWAYS MOSTLY WITH VERY GENERALLY NO HARD AND FAST RULE. fEW EXCEPTIONS BY-PASSES ARE HADE DEPENDING

ON OCCASION, TYPE OF JOB, URGENCY, ETC.

1S. a) To what: ext:ent .....hen you cQmmunicate upwards do you go through your immediate supetvisor. 2

b,l When you pass work upwdrds. do you send

through your immediate supervisor.

c) To what extent when you pa.ss work dO'WTlwards

do you go through your im.medi at:e suboro1 nate.

d} TO' what extent when you cO'mmunicate downwards

do you gO' thrO'ugh your immediate subordinate.

ROLES, POLICIKS, ANn P80CEOURS FOR TR& UNIT AS A WHOLE

THINK ABoUT THE VARIOUS OPERATING RULES. POLICIES. AND PROCEDURES THAT ALL PERSONNEL IN YOUR UNIT ARE EXPECTED TO FOLLOW TO COORDINATE AND CONTROL ALL THE WORK ACTIVITIES PERfORMED IN YOUR UNIT. THESE RULES AND PROCEDURES MAY BE fORMAL OR INfORMAL, WRITTEN OR UNWRITTEN. HOWEVER, THEY ARE DiffERENT fROM THOSE USED TO GUIDE EACH INDIVIDUAL IN PERfORMING HIS OR HER OWN J08, 8ECAUSE THEY APPLY TO ALL. PEOPLE IN YOUR UNIT. REGARDLESS Of THE PARTICULAR JOB EACH PERfORMS.

16. Please list names of th~e~b!a~S~ic~'~O~Pte~r~d~t~i~n~9~r~u~l~e~s~,-&p~O~1~iC~i~e~s~a~n~d~p~r~o~c~e~d~u~r~e~s used to co-ordinate and control all jobs and activities of your unit !s a Whole,

...~-~--~---------- .---....

17.

THERE ARE NO SET RULES VERY GENERAL SOMEWHAT SPECrFIC QUITE SPEC I flC VERY SPECIfiC

A.R)t.rT' HALf THE TIME QUITE OFTEN ALL THE TIME

NOT AT ALL ENfORCED VERY LOOSELY ENmRCED SOMEWHAT STR IC1'LY ENfORCED QUITE S'l'R lCTLY ENfORCED VERY STR ICTLY ENFORCED

. __... _--------------------

F-26

20. How much influence or say did each of the following AMOUNT OF INFLUENCE IN have In decldlng upon the rules:-poricies. and procedure for your unit: DECIDING UNIT PROCEDURES

NONE LITTLE SOME QUITE A BIT VERY MUCH

a. Your superiors above your unit supervisor

b. Your unit supervisor

c. Unit me~rs individually

d. You and your immediate subordinates as a group in unit meetings?

e. People in staff or specialist positions ~ your immediate work

uni t 7

COORDINATION OF JOB AND UNIT ACTIVITIES WITH OTHERS

IN GENERAL. YOUR JOB AND YOUR UNIT DO NOT EXIST IN ISOLATION FROM OTHE;R PWPLE IN THIS ORGANIZATION. THE FOLLOWING QUESTIONS ASK HOW MUCH YOU DEPEND UPON AND COORDINATE WITH OTHERS TO DO YOUR WORK.

21. To obtain the materials. clients, or information needed to aro-your job. how much do you have to rely on each of the NOT AT ALL A LITTLE SOME QUITE A BIT VE;RY MUCH following people-:--

a. Your uni t supervj sor 7 2

b. Other uni t members or co-workers 2

c. People outside of your unit?

22. While doing our assi ned tasks. how much do you have to ~ on ~ 0 0 OWing peoi=' e

Your unit supetvisor ?

b. Other uni t membEors or co-workers. ?

c. People outsirle nt your unit?

23. After you finish yom pent of th~ work. how mudl do you hav..:.to ~ upon each of the following people to pel"rOlan the next steps in "'E"'fi"e'proces"'S""'l5efore the total task or service IS completed:

a. Your unit supervisor? 2

b, Other un i t members or co-workel"s 2

c. People outside of your unit?

24. During the past 3 months. to what extent did you NO EXTENT LITTLE EXTENT SOME EXTENT LARGE EXTENT V.GREAT EXTENT ..:.-xperiencE- lJloLl~Jn:::> ill ..:vordindtin~e 'w'vl~: activities wHh each of the follo'w'ing pe-ople:

a. Your unit supervisor?

b. Other unit m~mbel-s or CQ-W01"kE-rs ? 2

c. People outsine at your unit?

25. During the past ,l months. how often did you receive HOW OrTEN RECEIVED OR SEl'IT WRITTEN REPORTS OR MEMOS IN PAST 3 MONTHS or send written l"eports or memos related to yc,ur work from or to each or the forT""O'Wi7ig peopl~:

NOT ONe E ABOLrf 1 - ] ABOUT 1-3 ABOUT 1-3 AIlQ(JJ' EVE;R Y HOUR TIMES/HTH TIMES/WEEK TIMES/DAY

a. Your unit supervisor

b. Other unit members 01 co-wol"ke-rs

c. people outside of your unit? 2

26. During the past 3 months. how often djd you have workrelated discussions (face-to-race or by telephone) with each of Ehe following pe0pie;

NOT ONe E

HOW OFTEN HAD

ABOUT I - 3 TIMES/HTH

WORK DISCUSSION IN PAST THREE MONTHS

ABOUT I - 3 ABOUT 1 - 3 ABOUT EV ER Y HOUR TIMES/WEEK TIMES/DAY

Your unit supel"visOI ?

b. Other unit memb4i:"rs 01 co-workE-rs ?

c" People ')utside "f Y'-::'UI unir

27. During the past J months, how ott..:.-n W~I'" YOli involved in special group probI..:.-m solVIng meetings with:

HOW ,)FTEN MEET INGS WER E HELD I N PAST THREE MONTHS

NOT ONCE ABOUT ONCE A MONTH

ABOlrr EVERY TWO WEEKS

ABOUT ONCE A WEEK

ABOUT 2-4 TIMES/WEEK

ONCE A DAY OR MORE

a. Two or more people from yOUl" unit?

b. Two or more people fl"Om outside or YOlll unit?

2B. How oft~n 'w'e-re 1~

29. During thE' past 3 mont:hs or arguments occur:

how ~ did .;;;d.;.i;;;..d.;;.g...r;.e;.e;.;m.;;e:n:t:.=-______~H~OW~.:.O.:.F.:.T.::EN~D::.I::.S:.:A.:.O:.:R:.:E:::EH:::.:.:ENTS OR ARGUMENTS OCCURReD

NOT ONCE ABOUT ONCE ABOUT EVERY ABOUT ONCE SEVERAL TIMES EVERY DAY A MONTH 2 WEEKS A WEEK A WEEK

a. Between unit members and your supervisor 2

b, Among unit members 7 2 ,5 c. Between people in your unit and people outside

of your unit? 5

30. In general, when these di sagreemehts or arguments HOW OFTEN DISPUTES RESOl.VED THIS WAY occurred. how often were the~handled in each of ,,-__________________________________ the follOWing ways dUTlng Ene past threemonths:

ALMOST NEVER SELDOM ABOUT HALF THE TIME OFTEN VERY OFTEN

a. By ignoring or avoidin9 the issues

b. By smoothing over the i SSUs or by maki og

the issues seem less important? 2

c. By bringing the issues out in the open and working them out among the people involved 2 5

d. ey having a higher-level supervisor resolve the i SS\1~S between the people invol ved ? 5

31. overall, to what ~ does this conflict resolution help or hinder your unit's performance

HINDERS A LOT HINDERS MORE THAN HELPS NEITHER HELPS NOR HINDERS HELPS MORE THAN HINDERS HELPS A LOT

----------~..------

32. ~ are unit members willing to give other membE'rs the support they need to do d good job?

NONE Ll1"fLE SOME f,;:>f)l'T'E: A BIT VERY MUCH

33. In relation to other comp

FINALLY. PLEASE I'.NSWER THE FOLLOWING QUESTIONS iUlOU'I' YOURSELF. YOUR I'.NSWERS ARE USEFUL FOR STATISTICAL I'.NALYSIS I\N'D ARE STRICTLY CONn DENT IAL .

34. How long have you worked in this organization

35. a) How many years it take for you to reach a Dtdnageria I or supervi sory ion ?

b) How many years have you served in the present: position

36. Indicate your sex: female Male 2

37. fiow old were you on your last birthday Ye-ars old.

38. How many dependents do you h~ve 7 {~ou and others who depend on your income tor their financial support.) Number of dependents.

39. How many years of academic. vocational; or professional education have you obtained beyond high school ?

YEARS AfTER HIGH SCHOOL

2 7 S

40~ What is the highest educational qualification you obtained

GRADE SCHOOL HIGH SCHOOL VOCATIONAL OR CRAfT COLLEGE BACHELOR'S DOCTORAL DEGREE DIPLOMA DIPLOMA CERTII'lCATION DEGREE

2

41. Tick the specific majol or field 1 sp:;:cializ,ation in which you obtained this. degr@e.

Ii} "I'echnical/Enginef?ring __ ! 2) M~n"'gel'f\ent {3 J Other professional such as Law i4j social Sci@nce __

(5) Arts. Science and OthelS

42. Your job titl&:

F-29

FOCAL UNIT QUESTIONNAIRE


Definitions: This questionnaire asks many questions about your unit and other units.

* Your unit includes you (as the supervisor) and all individuals who report directly to you. If you are not a supervisor, then your unit includes your immediate supervisor and all individuals (your co-workers) who directly report to your immediate supervisor.

* Other units refers to any other groups, departments, levels, or divisions within or outside of your organization that your unit coordinates with.

This questionnaire asks you to answer each question five times, once for each of the five most important other units that your unit coordinates with. These other units are listed in the columns to the right of the questions. For each question there is a five-point answer scale with brief descriptions of what the numbers of the scale represent. You are to choose one number that most accurately reflects your answer to each question for each other unit and write it in the appropriate column.

For example, if you were asked the following question, and your answers were "daily", "monthly", "hourly", "never", and "weekly" for other units 1 to 5 respectively, then you would write the numbers "4", "2", "5", "1" and "3" in the appropriate columns for the other units like this:

How often were in contact with this other unit during the past six months ?

NEVER MONTHLY WEEKLY DAILY HOURLY Unit 1 Unit 4 Unit 3 Unit 4 Unit 5 ~~~---- ---~.......

_4___2__S___1 ___3_2

If you do not understand any question, BE SURE TO ASK FOR HELP. We realize that not all questions are simple. That is why we are here to answer any question you have.

INTRODUCTORY QUESTIONS

The following questions are very important for properly coding and analyzing the data. As indicated before, all responses are kept strictly confidential. When you have completed this questionnaire, seal it in the accompanying envelope. It will not be opened until it is received by the Senior Management Specialist, IIMI.

1. Name of DIVISION in which your work;

2. Name of OFFICE or CITY in which your work

3. Name of UNIT in which you work

4. Write your present JOB TITLE or POSITION:

F-30

Higher Admin.

Levels

Govt. Ministries, Departments, Agencies, Inter-agency and coordination groups etc.

Other units in the same Division

Suppliers, Business firms

YOUR UNIT

Lower operating Levels

Farmers Farmer Organizations Cooperatives

Other Divisions

The External Relations of Your Unit

In varying degrees your unit does not exist in isol

Documents

Understanding Filipino Values, A Management Approach ...publications.iwmi.org/pdf/H010938_Appendix.pdf · REFERENCES Andres, T.D., Understanding Filipino Values, A Management Approach,