Vision Questionnaire

Lands Department Survey: Questionnaire No. One

Organizational Viability

Please rate the organizational aspects in the second column using the following scale:

6- Strongly Agree

5- Agree

4- Slightly Agree

3- Slightly Disagree

2- Disagree

1- Strongly Disagree

Organizational Aspects	1 - 6
1. Office head has full autonomy and authority in controlling all office operations.
2. Organizational Culture is used as the most important tool to control the office.
3. Procedures are used as the most important tool to control the office.
4. Staff discipline has been a serious problem in the office.
5. Staff disputes or complaints have been high.
6. Staff in your office are fully aware of the content of performance criteria to measure their individual success.
7. Staff in your office are fully aware of the content of the performance criteria to measure success of their office.
8. Staff in your office are fully aware of the office objectives.
9. Staff in your office are fully aware of the role of the office.
10. Staff of the office are happy with the upward mobility available to them in the office.
11. Staff turnover in the past five years has serious effect on office’s productivity.
12. Staff turnover in the past five years has serious effect on office’s development and growth.
13. Staff turnover in the past five years was high.
14. Structure (division of authority, responsibility, accountability, expertise, function, role) is used as the most important tool to control the office.
15. Success of the office is mainly due to the implementation of effective technical systems (i.e. task-oriented leadership style, effective procedure, clear and appropriate structure and technology)
16. Success of the office is mainly due to the implementation of effective social systems (i.e. appropriate organizational culture, strategy linking with external environment, people-oriented leadership style)
17. The day-to-day operations of the office have been fully repetitive.
18. The day-to-day operations of the office have been operating on its own without any supervisory interference.
19. The office has a set of clear and rigid criteria of acceptable and unacceptable deviations in staff performance and conduct.
20. The office has been free from any operational disturbances in the past five years.
21. The function of filtering, integrating and analyzing external and internal work-related information clearly exists in your office.
22. There are clear and real staff career development plans.
23. There are insufficient managerial capacity in the office compared with operative capacity.
24. There are periodical changes in technology used in office operations.
25. There are sufficient and effective channels for downward communication within the office.
26. There are sufficient and effective channels for lateral communication within the office.
27. There are sufficient and effective channels for upward communication within the office.
28. There are sufficient and effective means to continuously acquire and analyze the needs of external customers ( i.e. external to your office)
29. There are sufficient and effective means to continuously acquire and analyze the environmental information (e.g. internal and external competitors)
30. There are sufficient and effective means to continuously acquire and analyze external environment factors affecting your office (e.g. cultural, social, economic, legal, political, and demographic)
31. There exists a fair and effective accountability system governing heads of offices.
32. There exists a fair and effective reward system for the staff.
33. There has been adequate provision of information about changes in internal and external environment for office decision makers.
34. There has been adequate staff training in new job skill and new job knowledge in your office.
35. There has been adequate updating, improving and acquisition of modern equipment to maintain and improve efficiency, effectiveness and competitiveness in your office.
36. There has been appropriate work re-allocation to allow for changes in job demand in your office.
37. There has been periodical changes in office procedures.
38. There has been periodical changes in office strategy and policy.
39. There has been periodical changes in office structures.
40. There have been some changes in the leadership style of office management in the past five years.
41. There has been some changes in the organizational culture of the office in the past five years.
42. There has not been any revision of office policies in the past two years.
43. There has not been any revision of office procedures in the past one year.
44. There has only been very few termination of staff in the office in the past five years.
45. When choosing from a number of managerial decision alternatives, office management tends to favour those alternatives that will help internal stabilization, rather than those which help adapting to outside forces.
46. Your office has been subjected to more changes than other offices in the department.

Lands Department Survey: Questionnaire No. Two

Management Systems

Please rate the organizational aspects in the second column using the following scale:

6- Strongly Agree

5- Agree

4- Slightly Agree

3- Slightly Disagree

2- Disagree

1- Strongly Disagree

PART A

Organizational Aspects	1 - 6
1. Your office strategy is significantly different from the departmental strategy.
2. Your office strategy is mainly affected by the authority and power structure in your office.
3. Your office is providing service/product to mainly external customers (external to department)
4. Your customer target is exclusively senior members of your internal/external customer organization.
5. You strongly believe that the office strategies do not require any adjustment within one year after their implementation.
6. When formulating office strategies, the external environment is the most important influencing factor.
7. There exists an effective communication channel whereby customers of the office can express their degree of satisfaction over the service/product they received.
8. There exists a policy and procedure governing the strategy making process in your office.
9. The success of your office is mainly due to good office strategies.
10. The nature of the service/product of your office is highly skilled/professional.
11. The key guiding force in the course of formulating your office strategy has been the departmental strategy.
12. The external environment of the office has been a highly foreseeable and predictable factor.
13. The office strategy is mainly influenced by the organizational culture.
14. The office is providing service/product to mainly internal customers (internal to department)
15. The customer target of your office is exclusive one external/internal customer type.
16. Success of office strategy is difficult to assess.
17. Strategy review has been an ad hoc managerial activity which does not follow a fixed time pattern.
18. Strategy making has been an ad hoc managerial activity in the office and does not follow a fixed time pattern.
19. Strategy making actions are taken within the office as an annual planning event.
20. Rigid procedures and procedural control have been the main obstacle for any changes in office strategy.
21. Nature of the service/product of your office is general and not customer-specific.
22. Management grade staff have all contributed towards formulation of office strategies.
23. Knowledge about office strategies is restricted to management grade staff of the office.
24. It takes a huge effort to implement a new office strategy.
25. It is true that all management grade staff have knowledge about office strategies.
26. It is normally true that the office strategies do not require any adjustment.
27. In your office, strategy is mainly affected by the prevailing leadership style.
28. Formulation of office strategies is the most important activity of office management.
27. All staff in the office are responsible for implementing office strategies.
28. Office strategy is mainly influenced by technology.
29. Office management is fully aware of and understand the departmental strategy.
30. Changes in external environment will quickly result in changes in office strategies.
31. All management grade staff are responsible for implementing office strategies.

PART B

1. A very efficient information flow has been established for staff of the same rank in your office.
2. A written and documented schedule of delegation of authority exists for all staff in your office.
3. An employee-centered management philosophy is adopted in your office.
4. Clear and documented job descriptions are written up for each job.
5. Clear and documented operational/procedural guidelines are being kept for operative purpose.
6. Clear rules of accountability exist for all office staff and their actions.
7. Control of the office has been highly decentralized.
8. Cost reduction and saving is the most important area office management should monitor and control.
9. Diversification in service and product is the primary concern of your office.
10. Downward management information flow has been effective and adequate.
11. Exchange of management information among staff of the same rank has followed a formalized and established channel.
12. Flow of downward management information is efficient.
13. In your office, staff are very cooperative towards each other.
14. In your office, the downward management information flow is very formalized and follow an established and fixed channel.
15. Job descriptions of jobs in your office are reviewed regularly.
16. Jobs in your office are assigned tasks which are highly repetitive and with little task variety.
17. Key method of lateral information flow is in verbal form.
18. Majority of management information flowing upward are in written form.
19. Management in the office believes that sharing of power is the key to success.
20. Operational/Procedural guidelines in your office are reviewed regularly.
21. Professionalism is the key value in your office.
22. Responsibility assigned to each job is compatible with the job holder’s authority.
23. Staff in your office are grouped together to form sections according to the similarity of their role and responsibility.
24. Staff of the office are very competitive towards each other.
25. Staff of the same rank have adopted a very effective and accurate lateral information flow for themselves.
26. Teamwork is the preferred approach in work completion.
27. The controlling power over the office activities has been centralized in one or two key persons.
28. The office control has been highly centralized.
29. The existing delegation of authority has enabled individual managers to exercise the necessary flexibility in decision making.
30. The flow of management information upward has been effective and adequate.
31. The maintenance of harmonious lateral relationship among staff of the office is the primary concern of office management.
32. The majority of management information flowing downwards are in written form.
33. The power distribution allows all members of the office to adequately and freely perform their role and responsibility.
34. The upward management information flow is very formalized and follow an established and fixed channel.
35. The way the staff is grouped together in your office has greatly facilitated the achievement of the office’s work objectives.
36. There are too many ranks within your office.
37. There are too many sections, sub-sections, sub-offices, sub-divisions within your office.
38. There are too many subdivisions or groupings within the office
39. There exists a clear and documented schedule of responsibility.
40. There exists a clear delegation of authority within your office.
41. There is a clear demarcation between the responsibilities of managerial staff and non-managerial staff.
42. There is an even distribution of workload among all staff in the division.
43. Upward flow of management information is efficient.
44. Your office honours efficiency very highly.
45. Your office is operated on the manager-centered management philosophy.
46. Your office places high value on innovation.

PART C

1. Your office has too few procedures as it should have.
2. Your office has been operating under highly certain internal and external environment.
3. When unexpected tasks arise in your office, the likelihood that such tasks may not have a readily available solutions is high.
4. When office procedures were being designed, the social and human factors were the primary consideration besides achieving work objectives.
5. There exists a reliable way to assess the suitability of all office procedures.
6. There are too many procedures in the office as it should have.
7. There are too many office procedures to control the operations of the office.
8. The success of your office is due to the regulatory effect of office procedures.
9. The nature of the work of your office in terms of task interdependence is "sequential interdependence" (each step in the process is dependent on the one prior to it )
10. The nature of the work of your office in terms of task interdependence is "pooled interdependence" (clients are brought together and the office provides a brokerage-like function.
11. The nature of the work of your office in terms of task interdependence is "reciprocal interdependence". (both the provider and client continuously influence each other)
12. The main use of office procedures has been the control of employees’ conduct and performance.
13. The frequency that exceptions to the norm are encountered by workers in the pursuit of completing their task is high.
14. The office procedures have seldom been changed or revised.
15. The office procedures have been continuously adjusted in response to the changing customers’ needs.
16. The office procedures are used to minimize the possible effects of imbalance created by other organizational factors like culture, leadership style etc.
17. The office procedure is the most important contributor towards maintaining stability of the office.
18. Sophisticated multi-function procedures exist in the office.
19. Reduction of operation risks has been the key purpose of office procedures.
20. Non-compliance of office procedures is a serious offence.
21. Many office procedures were set up after a certain disturbance has occurred.
22. Majority of the office procedures are set up to prevent potential disturbances in the office.
23. Majority of the office procedures are for the purpose of eliminating disturbances.
24. Inter-departmental comparison has greatly influenced the way office procedures were formulated.
25. In your office, the majority of its procedures are of administrative nature.
26. Office procedures help greatly towards preventing problems arising from routine and repetitive operations.
27. Office procedures have been heavily used as customary methods for handling future activities.
28. Office procedures do not cover all operational steps carried out in the office.
29. Office procedures do not cover all office functions.
30. Office procedures are too restrictive and inhibit flexibility and adaptability.
31. Office procedures are outdated and ineffective.
32. Control of the work process has been the key purpose of office procedures.
33. Besides achieving work objectives, inter-office comparison influences greatly the content of office procedures.
34. A mechanism exists in the office to rectify in a timely way any unsuitable office procedures.

PART D

1. A lot of socialization efforts are required to lead new members of the office to conform with the organizational culture of the office.
2. Changes in the office have been facilitated by the office culture.
3. Office culture has been hindering the introduction of changes to the office.
4. Office culture has greatly ensured unity of direction of thinking and action of all members of the office.
5. Office culture is the key factor in maintaining the office’s stability and equilibrium.
6. Office management finds it very difficult to cultivate and defend the organizational culture.
7. Office members share the same values and norms.
8. Office members shares the same culture from the time they join the office.
9. Office staff understand exactly what behavior is desirable.
10. In your office, organizational culture is a better guarantee of quality and efficiency of office activity than Office procedures.
11. In your office, the organizational culture has greatly limited the freedom of choice in decision making.
12. Members of your office share the same beliefs about themselves and others, about their existing relations and the meanings of these relations, about the nature of the office and its environment.
13. Recruitment and promotion are the two key strategies to maintain organizational culture.
14. Staff of the office know exactly what behavior is acceptable.
15. Staff of the office use the same language and jargons.
16. The role and responsibility of your office has an inherent high risk in that a wrong decision will lead to disastrous outcome for the office and the department.
17. The culture of the office has greatly helped towards enhancing information processing within the office.
18. The office has a well-established set of rituals and ceremonies.
19. The feedback regarding the results of performance of the office is fast.
20. The managerial style and practices are highly uniform in your office.
21. The organizational culture of your office is mainly influenced by one or two persons in the office.
22. The structure, procedure and technology of the office have been greatly influenced by the organizational culture of your office.
23. The success of your office is due mainly to the presence of a strong organizational culture.
24. There exists a great difference between organizational culture in your office and those in the rest of the department.
25. There is a great difference between organizational culture of your office and the social culture of Hong Kong.

PART E

1. Your office is successful because of the quality of its strategies and the appropriateness of the office culture.
2. The success of your office is due mainly to the existence of effective and efficient organizational structure and operation procedures.
3. External influence is to be avoided if stability of the office is to be maintained.
4. Every employees in the office should be envisioned about the office’s and the department’s present and future plans.
5. Every effort should be spent to enable the employees in their knowledge and skill
6. Employee compliance and control are the key attention areas of office management.
7. Office management pays great attention to the day-to-day operation of the office.
8. Office management can readily tell what type of changes the office may be facing in the medium and long terms.
9. Change and stability are equally important for the office.
10. Administering rewards and punishments is the key leadership task of office management.

Lands Department Survey: Questionnaire No. Three

Organizational Change and Learning Capacity

Please rate the organizational aspects in the second column using the following scale:

4- Applies totally

3- Applies to a great extent

2- Applies to a moderate extent

1- Applies to little or no extent

PART A

Organizational Aspects	1 - 4
1. We see continuous learning by all employees as a high priority.
2. We are encouraged and expected to manage our own learning and development.
3. People avoid distortion of information and blocking of communication channels through skills such as active listening and effective feedback.
4. Individuals are trained and coached in learning how to learn.
5. Teams and individuals use the action-learning process ( that is, learning from careful reflection on the problem or situation, and applying it to future actions.)
6. Teams are encouraged to learn from one another and to share learning in a variety of ways (e.g. via electronic bulletin boards, printed newsletters, inter-group meetings, etc.)
7. Teams receive training in how to work and learn in groups.

PART B

Organizational Aspects	1 - 4
1. There is a climate that supports and recognizes the importance of learning.
2. We are committed to continuous learning for improvement.
3. We learn from failures as well as successes.
4. We reward people and teams for learning and helping others learn.
5. Learning opportunities are indepartmentald into operations and programs.
6. We design ways to share knowledge and enhance learning throughout the organization (e.g. systematic job rotation across offices, structured on-the-job learning systems).
7. We coordinate on the basis of goals and learning rather than maintaining separation in terms of fixed office boundaries.

PART C

Organizational Aspects	1 - 4
1. We strive to develop an empowered work force that is able and committed to learning and performance.
2. Authority is decentralized and delegated so as to equal one’s responsibility and learning capability.
3. Managers and non-managers work together in partnership, to learn and solve problems together.
4. Managers take on the roles of coaching, mentoring and facilitating learning.
5. Managers generate and enhance learning opportunities as well as encourage experimentation and reflection on what was learned so that new knowledge can be used.
6. We actively share information with our customers, to obtain their ideas and inputs in order to learn and improve services/products.
7. We actively seek learning partners among customers and stakeholders.

PART D

Organizational Aspects	1 - 4
1. People actively seek information that improves the work of the office.
2. We have accessible systems for collecting internal and external information.
3. People monitor trends outside our office by looking at what others do ( e.g., bench-marking best practices)
4. People are trained in the skills of creative thinking and experimentation.
5. Systems and structures exist to ensure that important knowledge is coded, stored, and made available to those who need and can use it.
6. People are aware of the need to retain important organizational learning and share such knowledge with others.
7. We continue to develop new strategies and mechanisms for sharing learning throughout the office.

PART E

Organizational Aspects	1 - 4
1. Learning is facilitated by effective and efficient computer-based information systems.
2. People have ready access to the information highway (local area networks, internet, on-line, etc.)
3. People have available to them computer-assisted learning programs and electronic job aids (e.g. just-in-time and flowcharting software).
4. Our electronic support performance systems enable us to learn and to do our work better.
5. We design and tailor our electronic performance support systems to meet our learning needs.
6. People have full access to the data they need to do their jobs effectively.
7. We can adapt software systems to collect, code, store, create, and transfer information in ways best suited to meet our needs.

Lands Department Survey: Questionnaire No. Four

Organizational Alignment and Commitment

Section I: Your Thinking about Policies and Rules of the Lands Department

Please describe your thinking about the organizational policies and rules (written or unwritten or both) which directly or indirectly affect employees' worklife in the Lands Department. Using the following scales of bipolar adjectives, you can do this task by choosing an adjective either on the left or on the right and then circling an appropriate number to indicate the degree of your agreement with that adjective:

Undecided = 0; Slightly Agree = 1; Agree = 2; Strongly Agree = 3

Inconsistent	3	2	1	1	2	3	Consistent
Reasonable	3	2	1	1	2	3	Reasonable
Unfair	3	2	1	1	2	3	Fair
Rightful	3	2	1	1	2	3	Wrongful
Closed	3	2	1	1	2	3	Open
Acceptable	3	2	1	1	2	3	Unacceptable
Uncertain	3	2	1	1	2	3	Certain

Section II: Your Feelings about Your Relations with Other Members of the Lands Department

Please describe your feelings about the relations between you and your co-workers and superiors and/or subordinates in the Lands Department. Using the following scales of bipolar adjectives, you can do this task by choosing an adjective either on the left or on the right and then circling an appropriate number to indicate the degree of your agreement with that adjective:

Undecided = 0; Slightly Agree = 1; Agree = 2; Strongly Agree = 3

Warm	3	2	1	1	2	3	Cold
Unhappy	3	2	1	1	2	3	Happy
Cooperative	3	2	1	1	2	3	Uncooperative
Unfriendly	3	2	1	1	2	3	Friendly
Cheerful	3	2	1	1	2	3	Cheerful
Caring	3	2	1	1	2	3	Uncaring
Dishonest	3	2	1	1	2	3	Honest

Section III: Your Own Action Orientation towards Organizational Goals of the Lands Department

At the level of employees, organizational goals refer to the tasks or targets that they are supposed to accomplish. Please describe your own action orientation towards the organizational goals of the Lands Department. Using the following scales of bipolar adjectives, you can do this task by choosing an adjective either on the left or on the right and then circling an appropriate number to indicate the degree of your agreement with that adjective:

Undecided = 0; Slightly Agree = 1; Agree = 2; Strongly Agree = 3

Passive	3	2	1	1	2	3	Active
Involved	3	2	1	1	2	3	Uninvolved
Unenthusiastic	3	2	1	1	2	3	Enthusiastic
Productive	3	2	1	1	2	3	Unproductive
Conservative	3	2	1	1	2	3	Progressive
Dynamic	3	2	1	1	2	3	Static
Slow	3	2	1	1	2	3	Quick

Section IV

Please indicate the degree of importance that you attach to each of the following:

[Scale: Not Important = 1; Slightly Important = 2; Important = 3; Very Important = 4]

______ Policies and rules of the Lands Department

______ Relationships between members of the Lands Department

______ Organizational Goals of the Lands Department

Lands Department Survey: Questionnaire No. Five

Employment Profile - experience, profession and role

Please tick at the appropriate boxes:

Total length of service in the Hong Kong Civil Service in Years :

Less than 1	1 - 5	5 - 10	10 - 15	15 - 20	20 - 25	More than 25

Total length of service in the Lands Department in Years:

Less than 1	1 - 5	5 - 10	10 - 15	15 - 20	20 - 25	More than 25

Location of your office

1. Departmental Administration Office (Headquarters)
2. Lands Administration Office (Headquarters)
3. Survey and Mapping Office (Headquarters)
4. Legal Advisory and Conveyancing Office (Headquarters)
5. District Lands Office (HK, K and NT)
6. District Survey Office (HK, K and NT)
7. District/Regional Legal Advisory and Conveyancing Office (HK, K and NT)
Special Function Office or any other Offices (please state the name of office) :

(4) Your present Grade and Rank of Employment :

Grade	Rank (please indicate your present rank)
1. Accounting Officer
2. Building Surveyor
3. Chinese Language Officer
4. Engineer
5. Estate Officer
6. Estate Surveyor
7. Executive Officer
8. Field Officer
9. Land Conveyancing Officer
10. Land Executive
11. Land Inspector
12. Land Surveyor
13. Landscape Architect
14. Solicitor
15. Supplies Officer
16. Supplies Supervisor
17. Survey Officer
18. Technical Officer
19. Town Planner
20. Treasury Accountant
21. Other (please specify)