This questionnaire considers the process by which strategy is developed within organisations. The questionnaire is designed to discover your perceptions of how strategic decisions are made in your organisation.
Strategic decisions are those which are characterised by a large commitment of resources and deal with issues of substantial importance to the organisation, usually with longer rather than just short term impact or significance; they usually involve more than one change.
The following pages comprise a number of statements. When considering these statements please:
Assume each applies to the organisational unit most relevant to you, for example the corporate whole, a single business unit or a division and respond to the statements as such.
Think of your organisation as it exists at present, not as it has existed in the past or how you would like it to exist in the future
Evaluate each statement in terms of the extent to which you agree or disagree with it in relation to your organisation.
Thank you for your co operation.
Please answer all the statements (it will take approximately 10 minutes to complete)
Give the answer that first occurs to you. Please do not give an answer because you feel it is the right thing to say or you feel it is how things should be. There are no right or wrong answers.
Respond to each of the statements selecting the appropriate number on a scale of 1 (you strongly disagree with the statement in relation to your organisation) to 7 (you strongly agree with the statement in relation to your organisation
Please provide the following information:- Please answer all the statements (it will take approximately 10 minutes to complete)
Give the answer that first occurs to you. Please do not give an answer because you feel it is the right thing to say or you feel it is how things should be. There are no right or wrong answers.
Respond to each of the statements selecting the appropriate number on a scale of 1 (you strongly disagree with the statement in relation to your organisation) to 7 (you strongly agree with the statement in relation to your organisation
We have definite and precise strategic objectives To keep in line with our business environment we make continual small-scale changes to strategy Our strategy is based on past experience The influence a group or individual (within the organisation) can exert over our strategy is enhanced by their control of resources critical to the organisation's activities The strategy we follow is directed by a vision of the future associated with the chief executive (or another senior figure) We have strategy imposed on us by those external to this organisation, for example the government We evaluate potential strategic options against clear and well defined strategic objectives We keep early commitment to a strategy tentative and subject to review Our organisation’s history directs our search for solutions to strategic issues The information on which our strategy is developed often reflects the interests of certain groups Our strategy is closely associated with a particular individual Our freedom of strategic choice is severely restricted by our external business environment We have precise procedures for achieving strategic objectives Our strategies emerge gradually as we respond to the need to change There are beliefs and assumptions about the way to do things which are specific to this organisation Our strategy develops through a process of bargaining and negotiation between groups or individuals The chief executive determines our strategic direction We are not able to influence our business environment; we can only buffer ourselves from it We have well defined planning procedures to search for solutions to strategic problems We tend to develop strategy by experimenting and trying new approaches in the market place The strategy we follow is dictated by our culture Our strategy is a compromise which accommodates the conflicting interests of powerful groups and individuals Our strategic direction is determined by powerful individuals or groups Barriers exist in our business environment, which significantly restrict the strategies we can follow Our strategy is made explicit in the form of precise plans Our strategy develops through a process of ongoing adjustment The strategies we follow develop from the way we do things around here The decision to adopt a strategy is influenced by the power of the individual or group sponsoring it Our chief executive tends to impose strategic decisions (rather than consulting the top management team) Many of the strategic changes which have taken place have been forced on us by those outside the organisation We make strategic decisions based on a systematic analysis of our business environment Our strategy is continually adjusted as changes occur in the market place There is resistance to any strategic change which does not sit well with our culture Our strategies often have to be changed because certain groups block their implementation A senior figure's vision is our strategy Forces outside this organisation determine our strategic direction |
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