GE survey

Cultural Values

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Hello:
You are invited to participate in a survey on managers' work activities. In this survey, approximately 100 people will be asked to complete a survey that asks questions about how various management activities are perceived by your organization. It will take approximately 15 minutes to complete the questionnaire.

Your participation in this study is completely voluntary. There are no foreseeable risks associated with this project. However, if you feel uncomfortable answering any questions, you can withdraw from the survey at any point. It is very important for us to learn your opinions.

Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact Katherine Heynoski at the email address specified below.

[email protected]

Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.

Consider each of the following statements based on the following hypothetical situation:

Imagine that a good friend has recently been hired as a middle manager at GE Transportation Systems. He / She has asked for advice on how to be a successful manager in their new job. Evaluate each of the following statements based on how important it is for a manager at GE Transportation Systems to do each of these work activities in order to be successful.

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Partner with other employees to resolve issues and concerns.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Work on process improvements on your own when the team is slowing things down.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Invest time and production resources to support other areas that have fallen behind schedule.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Weigh input from your workgroup more than personal judgment when making decisions.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Sacrifice achievement of personal objectives for the benefit of your workgroup.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Reward the entire team equally when performance goals are met.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Single out individuals for recognition when organizational goals are met.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Distinguish yourself professionally from your peers.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Allow employees to adapt the way they work to their unique abilities and preferences.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Give clear directives and oversee improvements.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Work alone rather than cooperate with someone whose ability is lower than your own.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Build connection to employees through personal involvement and trust.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Fit in with your peers.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Strive to outperform others in your workplace.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Foster environment of mutual trust and support.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Rely yourself to get things done right.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Create a sense of competition among employees in order to motivate them.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Encourage employees to develop and strengthen their workgroup’s cohesiveness.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Call attention to problems to promote learning and group problem solving.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Get consensus to find a suitable solution to a problem.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Coach and develop team members.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Work independently, without a lot of guidance.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Reward individual accomplishments more highly than contributing to group efforts.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Consider impact to others before changing work practices.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Persuade others to accept change by primarily emphasizing organizational benefits.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Rely on support of others to obtain desired outcomes.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Expect specialized staff to solve problems.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Share blame if a team member fails.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Provide regular guidance on specific goals for each employee’s development.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Persuade others to accept change by primarily emphasizing personal benefits.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Seek developmental opportunities to facilitate personal advancement.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Nurture relationships among employees working on a process.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Choose doing a great job on a few things over getting everything done.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Deviate from process standards in order to meet delivery dates.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Support an investment decision only if the payback schedule is reasonable.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Assess organizational health by monitoring the way that work is performed.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Develop the right process, and the results will follow.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Develop ways to work around problems when they occur.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Expect employees to agree on and follow standards methods for common jobs.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Support an investment decision if you expect it to have positive benefits, even if they can’t be quantified.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Stop to understand how the process failed when problems occur.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Get the results by any means necessary (within ethical boundaries).	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Focus on optimizing individual process steps.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Value getting everything done more than doing something right the first time.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Understand a problem through observing the process.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Understand a problem through detailed data analysis.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Focus on improving the links between process steps.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Break up processes into pieces so they can be controlled and managed separately.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Follow the right process steps in order to get the right results over the long run.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Drive the right results with the right metrics.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

Know how to manipulate parts of the system to get desired results.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid
Assess organizational health by monitoring progress against performance targets.	Very Important	Important	Moderately Important	Slightly Important	Unimportant	Avoid

How many years have you worked for the General Electric Company?

How many years have you worked for GE Transportation Systems?

What Center of Excellence (COE) do you work for?

Control

Fabrication

Engine

Locomotive

Propulsion

OHV/Wind

What is your current job function?

Production

Quality

Materials

Lean

Manager of Operations

Other (please explain)

How would you rate your experience with lean manufacturing?

0 - I have never heard of lean manufacturing.

1 - I have a basic understanding of lean principles.

2 - I have limited experience with lean operations and principles.

3 - I have moderate experience with lean operations and principles.

4 - I have extensive experience with lean operations and principles.

5 - I have extensive experience implementing and training others on lean.

Do you currently support operations on a lean production line?

Yes

May I contact you in the future if I have additional clarification or follow up questions? (Selecting yes does not automatically mean you will be contacted.)

Yes

If you answered yes to the previous question, please provide your Email address.

Please share any comments or feedback you have on this survey.

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