Organizational

Effectiveness
Survey Results
Carolina
The University has specifc and measurable goals
I am clear on the 3-5 priorities that are most important
to improving the University over the next three years
I believe in the Universitys mission
The Universitys priorities provide clear guidance for
decision-making and execution in my unit
The Universitys priorities have been communicated clearly
enough that people throughout the University have the right
context for decision-making and execution in their area
Our senior leadership team (Chancellor, Provost, Vice
Chancellors and Deans) is cohesive and aligned around our
priorities *
Decisions are generally made at the right level in the University
(e.g., not everything needs to be elevated to the Chancellor,
critical strategic decisions are not being made on
In the University we have the right distribution of decision-
making roles between central administration, colleges, and
departments
The Universitys organizational structure is aligned with our
mission
The Universitys organizational structure helps rather than
hinders achieving our goals
Question Text
STRONGLY
AGREE
AGREE
MORE
THAN
DISAGREE
DISAGREE
MORE
THAN
AGREE
Percent of Respondents
C
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A
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On balance we have the right spans of control (i.e., number of
direct reports per manager) and the right number of layers in our
organization (i.e., Chancellor is layer 1) *
I understand how decisions are made at the University
Once University administration fnalizes a decision, it moves
quickly to act on the decision that was made
There are effective processes for making University-wide
decisions; e.g., right sequence/timing of interactions, appropriate
use of committees, effective transition from decision to action,
etc., when making University-wide decisions *
D
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P
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s
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STRONGLY
DISAGREE
N/A
3 17 48 14 18
7 33 35 9 16
1
4 35 49 11
7 28 37 10 18
9 33 36 7 15
8 18 43 9 22
26 10 24 34 6
6 21 37 8 28
24 10 25 34 7
14 13 34 34 5
7 21 35 7 30
3 15 42 18 22
13 26 39 8 14
7 25 43 7 18
* Questions asked only to Managers and above
In general, our management processes are integrated and
effective (e.g., strategy development, resource allocation,
budgeting/ operating planning, and performance tracking
processes) *
Our resource allocation process ensures resources are aligned
with our strategic priorities and most important initiatives *
The University has translated our strategy into specifc initiatives
with clear milestones and accountabilities *
Our human resources processes are effective and add value to
the University
Our information technology activities are effective and add value
to the University commensurate with their cost
Other administrative support activities (fnance, procurement,
etc.) are effective and add value to the University
Our facilities/utilities services organization is effective and adds
value to the University
Our research support activities are effective and add value to the
University
The University has the talent we need for future success
Our high performing staff employees are in the jobs where they
can have the most impact
In general, people with decision authority have the skills and
experience to make good decisions
The University is effective at helping individuals develop to
their full potential (e.g., through training, career opportunities,
mentoring, etc.)
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&

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Faculty resources (and their respective felds of study) are
aligned with the vision & strategy of the University
The members of our senior leadership team (Chancellor,
Provost, Vice Chancellors and Deans) are each highly effective
in their roles
14 31 37 9 9
7 18 46 20 9
7 23 43 11 16
5 15 50 19 12
4 9 43 28 16
2 7 44 39 8
7 23 42 11 17
11 9 21 48 11
13 29 40 10 8
Question Text
STRONGLY
AGREE
AGREE
MORE
THAN
DISAGREE
DISAGREE
MORE
THAN
AGREE
Percent of Respondents
STRONGLY
DISAGREE
N/A
M
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P
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O
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P
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s
9 34 43 5 10
7 36 38 4 15
10 31 37 4 18
10 42 14 33
2 9 55 20 15
1
* Questions asked only to Managers and above
My co-workers take personal responsibility for the results they
produce in their jobs
The University has a clear and unique identity which inspires our
faculty and staff
University employees consistently demonstrate behaviors
focused on driving exceptional performance
University employees are motivated to achieve ambitious goals
University employees focus their energy on fulflling our
collective mission, not on internal politics
University employees would rather act than have extended
analysis and discussion
University employees consistently demonstrate mutual trust and
teamwork
L
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Each member of the Universitys leadership team consistently
demonstrates behaviors in keeping with University values
People at all levels of the University consistently demonstrate
personal leadership
When there is a confict, our people usually make the decision
which is in the best interests of the University overall, rather than
for individuals or specifc groups
Each member of our senior leadership team (Chancellor,
Provost, Vice Chancellors and Deans) consistently
demonstrates behaviors which support effective decision-making
and execution *
Question Text
STRONGLY
AGREE
AGREE
MORE
THAN
DISAGREE
DISAGREE
MORE
THAN
AGREE
Percent of Respondents
STRONGLY
DISAGREE
N/A
3 7 37 51 2
4 15 46 28 7
6 23 48 16 7
8 28 42 15 7
15 32 35 8 9
8 21 38 17 17
8 23 48 13 8
5 13 44 13 25
6 22 44 10 19
10 21 39 10 21
3 21 54 18 4
All things considered, UNC-Chapel Hill is a highly effective
organization
6 30 35 21 8
UNC-Chapel Hill needs to change signifcantly to be successful
in the next 5 years
P
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f
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a
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C
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How likely would you be to recommend UNC-Chapel Hill as a place to work to a friend or relative (0 = Would not
recommend; 10 = would highly recommend)
3 9 55 17 16
* Questions asked only to Managers and above
10 9 8 7 6 5 4 3 2 1 0
16% 11% 19% 19% 9% 10% 4% 5% 3% 2% 3%
Question Text
STRONGLY
AGREE
AGREE
MORE
THAN
DISAGREE
DISAGREE
MORE
THAN
AGREE
Percent of Respondents
STRONGLY
DISAGREE
N/A
The University anticipates the challenges of making changes
and puts measures in place to address them *
When we implement change at the University, we take into
account the capabilities of the organization and the complexities
of implementation *
2 28 53 8 9
5 30 47 6 13
Change efforts encourage and support individuals to take
ownership of their goals *
When going through changes at the University, it is clear who is
responsible for decisions and outcomes *
There is a way to track whether elements of change efforts at
the University are delivering expected results *
Steps are taken in a timely manner to correct course if certain
elements of change efforts arent delivering expected results *
The University institutionalizes lessons learned during change
efforts *
Once a change is agreed upon, senior leaders are visibly
committed to achieving that change *
The University creates the capactiy (people, time, and
resources) to effect change *
6 39 41 6 8
5 27 47 10 11
9 37 41 4 9
5 33 32 4 26
5 38 29 2 25
4 30 34 5 28
2 12 59 13 13
9 26 49 8 9
Peoples individual performance objectives are simple,
understandable and consistently drive action
My supervisor fairly evaluates my performance
I am held accountable for the results I produce or dont produce
in my job
P
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f
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m
a
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M
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6 24 46 13 11
3 7 37 51 2
6 9 35 49 4
Information needed to make and execute decisions is readily
available to the right people at the right time
I
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8 27 35 5 26
C
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a
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Management inspires, motivates and supports our employees
to play their role and alter their behaviors to achieve the
change *
Once the University has decided to change, it executes quickly
and effectively *
3 33 49 5 9
My co-workers take personal responsibility for the results they
produce in their jobs
6 15 42 34 4
* Questions asked only to Managers and above
Offce of Human Resources
104 Airport Drive
Chapel Hill, NC 27599
CB# 1045
hr.unc.edu