Communications Profile

The Communications Profile allows respondents to provide feedback about the clarity of the communication and their perceptions about what was said at a meeting, watching a video, or through other methods of communication. The Communications Profile is given to employees at all levels of the organization after hearing a message about the company’s new priorities. Often these priorities are developed from the Q-Sort.

Employee Perceptions Profile

The Employee Perceptions Profile is designed to assess organizational effectiveness through the perceptions of employees about six general categories: Productivity Focus, Employee Involvement, Technology/Process Improvement, Capacity for Change, Leadership, and Openness to Communication. Within these six categories, employee perceptions can be measured across 22 topics. The Employee Perceptions Profile is designed to present a general picture of an organization, and to indicate which areas need more in-depth examination.

Executive Profile

The Executive Profile assesses two important dimensions that characterize the life of a business: the external/internal dimension and the innovation/control dimension. The Executive Profile assesses the actual current status and the future ideal status of the organization in relation to 28 business functions defined by these two dimensions. The Executive Profile also contains a self-assessment of the areas of responsibilities of each executive in relation to these 28 business functions. 

Management Attitude Profile 

The Management Attitude Profile assesses the extent to which respondents are in agreement with 26 principles of effective management and supervision. These 26 principles are grouped into six major categories as follows: Supervisory Style; Attitude Toward Planning; Communication; Attitude Toward Change; People Orientation; Motivation.

Organizational Assessment 

How ready is the organization to change, to adapt, to innovate, and to move in the direction defined by the needs of the marketplace? The Organizational Assessment analyzes those characteristics of organizations that facilitate and inhibit the change process. Readiness for change is assessed in four broad areas: People/Culture; Systems/Technology; Leadership and Decision Making.

Problem Solving Style Profile

The Problem Solving Style Profile provides a description of the problem solving style of each respondent as well as an assessment of the dominant style within the company. This allows individuals to contrast their individual problem solving styles effectively in team building sessions and in organizational development activities that focus on goals and human resource development.

Q Sort Consensus Process

An organization that functions effectively rests on a foundation of agreement among its members about a common set of goals and priorities. The Q Sort Consensus Process is a tool for achieving consensus among members of an organization. The Q Sort can be used to facilitate the strategic planning process by measuring and clarifying the extent to which individuals in a management team are in agreement about future goals, priorities, or directions for the organization. This objective measure of individual priorities clears the way for achieving consensus and team building. The Q Sort Consensus Process is also an effective technique for resolving communication failures within an organization by bringing out disagreement while focusing on common goals and priorities through objective measurement.

Supervisory Style Profile

The Supervisory Style Profile assesses the actions of a supervisor on 10 dimensions of effective supervision. The ‘self’ form is a self-report by the supervisor. The ‘others’ form is an assessment on the supervisor from the perspective of subordinates and/or superiors. This type of feedback is effective in producing behavioral change.