Organization Efficiency Survey

Grasp the “What is so?” in Your Organization


Unlike financial performance or achievement in different sectors in an organization, employee perception and/or thinking patterns throughout the organization is difficult to perceive.

Organization Efficiency Survey (OES) enables management to see beyond the surface to the employee’s real perceptions, identifying perceptual gaps in understanding (between management and employees, different divisions, etc.), enabling management to grasp quickly what is happening in the organization.


Who Benefits?

Below are three of the common issues that our clients face, and the solutions this survey provides.


Overwhelm, The perception of too much work/little time, Where people complain about not having enough/the right type or amount of resources


Task Prioritization

This survey identifies which tasks need to be prioritized in order to achieve higher levels of organizational performance. Additionally, it also shows what crucial issues (road blocks) exist and how they can be worked on to achieve optimal organizational change.

Testimonial from client:

“Organizational issues became clear and we were able to prioritize tasks needing to be addressed.”


Not knowing what do employees think/feel...


Understanding employees’ perceptions and perspectives

This survey breaks down employee perceptions by divisions, positions etc, helping management bridge perception gaps among employees, while identifying areas for improving workplace efficiency.

Testimonial from client:

“We were able to recognize and discuss the perception gap between management and staff. Based on the discussion, each of us built an action plan to improve performance.”


How to develop the managerial point of view?


Identifying and Developing Organizational Viewpoints

This survey identifies the different levels of issues, which can be utilized as a tool to develop managers’ capacity to think and solve the issues from an organizational point of view.

Testimonial from client:

“We used the identified issues as real case problems at our management training for executive candidates. While tackling these issues, candidates began to take ownership of their positions as well responsibility for solving real, organizational problems.”

Basic Concepts

OES is developed by Business Consultants, based on the Congruence Model for Organization by Prof. Michael L. Tushman from Harvard Business School.

The Organizational efficiency survey model describes seven domains of organizational processes. Planning of organization activities start from building “Strategy” that fit “Environment”. In order to produce expected “Organizational efficiency” from the strategies, four elements of implementing strategy have to be aligned with each other, which are “Tasks”, “Structure”, “People” and “Organizational culture”. “Organizational culture” is subdivided into "organizational orientation" and "management behavior". These eight domains can be seen as Key Performance Indicators (KPI's) to measure organizational efficiency.


Organization Efficiency Survey


Key Features

1.Eight Domains of Organizational Processes

The survey assesses eight domains of organizational processes.


  1. Environment: Questions about awareness of business environment, appropriateness of response to the environment, understanding of customers and competitors, and orientation towards trying new things.

  2. Strategy: Questions about understanding and diffusion of organizational purpose and mission, corporate values, implementation of growth strategy and satisfaction with the strategy.

  3. Tasks: Questions about operational efficiency, existence of unreasonable workload on people.

  4. Structure: Questions about clarity and effectiveness of roles and organizational procedures when implementing the strategy.

  5. People: Questions about understanding of the purpose of work, level of talent (knowledge and skills), confidence and motivation (self-esteem), acceptance of diversity, drive towards growth.

  6. Organizational Culture (Management Behavior): Questions about improving the quality of work, solving problems quickly, and developing people in daily management practices.

  7. Organizational Culture (Organizational Orientation): Questions about the five different orientations that unconsciously affect people's views on the organization or its environment, and how strong that effect is.

  8. Organizational Efficiency: Questions about organizational results such as its growth, expectation to change, vitality, pride, and achievement of goals.


2.Relation between Average Score and Standard Deviation

The result of the survey identifies issues that are easy to start working on and issues that are hard to start working on by plotting the questions on the following four different quadrants:

  • Quadrant A: diversely viewed as strength,
  • Quadrant B: commonly viewed as strength,
  • Quadrant C: commonly viewed as weakness, and
  • Quadrant D: diversely viewed as weakness.



3. Correlation with Organizational Efficiency

The result of the survey shows which questions are most related to improving organizational efficiency and identify priority for improvement, by plotting the questions on the following four different quadrants:

  • Quadrant A: strength with high correlation,
  • Quadrant B: strength with low correlation,
  • Quadrant C: strength with low correlation, and
  • Quadrant D: strength with high correlation.




Workflow for the Survey Development Process

Basic steps used when deploying the Organizational Efficiency Survey

  1. Question/Design:

BCon works with key stakeholders in the organization to decide issues, questions, timing, survey respondents and codes for analytics

  1. Survey Deployment:

Survey respondents take the survey

  1. Data Processing

BCon processes data and analyzes

  1. Reporting and Result Presentation

​BCon provides a survey report and conducts a survey debrief of the results for key organization executives and managers.


Survey Respondent Types

  • Organization-wide surveys – the entire organization (executives, employees, non-regular employees)

  • Segmented surveys – specified divisions, workplaces (different sites, locales, etc.), roles, (employees and non-regular employee, leaders, etc.), etc.

Question Design (Codes)

  • Code setting available (maximum of 5 codes), e.g. department, hierarchy, occupation etc.
  • Cross tabulation available (maximum of 1 cross), e.g. hierarchy by occupation

Survey Type

  • Method: Online or Paper survey
  • Questionnaires: 40 questionnaires (about 15-20 mins per respondent to complete)

Survey Report (Table of Contents)

  • Overall trend: trend of all the survey response
  • Correlational analysis: items most related to improving organizational efficiency (in 5 categories)
  • Trend overview: tendencies by pre-set codes (department, hierarchy, occupation etc.)
  • Histogram: statistical breakdown of answers by pre-set codes


Best Ways to Use Survey Results

Once organizational issues are identified and prioritized, there are a few useful support activities for quickly and effectively changing the organization in desired ways.

What follows is an example of an organization development process/plan that we used with one of our clients;

1. Survey result debrief and follow-up meeting with executives and managers

  • Identify key challenges for the organization.
  • Create a corporate action plan for closing gaps.

2. Managerial workshops based on survey results

  • Specific information on how to manage and implement the action plan
  • Techniques for facilitating change in the workplace

3. Meetings at workplace based on the survey result

  • Presentation of survey results
  • Identify issues and create an action plan at workplace level



Dependant on a number of factors: the number of respondents, departments/workplace, foci, etc.


Contact Us to Learn More