SURVEY QUESTIONNAIRE

Directions: Choose the best answer and put a check mark (√) on the blank
corresponding to your answer sheet.

I. Demographic Profile

a. Age
__________18-21 years old ____________30-33 years old
__________22-25 years old ____________34 years old and above
__________26-29 years old

b. Educational Background
__________BS in Marine Transportation
__________BS in Marine Engineering
__________Business Course
__________Education Course
__________Others (Please specify) _______________________________________

c. Length of Service
_________0-1 year
_________1-2 years
_________3-4 years
_________5-6 years

d. Seminars/Training Attended
_________Leadership Training __________Personality Training
_________Career Development Training __________Skills Development Training
_________Others (Please specify) ______________________________________________
II. Individual Perspectives of Employees

Directions: Please rate the importance of the following questions; put a check
mark on the box corresponding to your answer.

Strongly Agree- 1
Agree more than Disagree- 2
Disagree more than Agree- 3
Strongly Disagree- 4
Not Applicable- N/A
CLARITY 1 2 3 4 N/A
1.The academy has specific and measurable
goals
2.I am clear on the priorities that are most
important to improving the academy for the
next three years
3.I believe in the academy’s Mission
4. The academy’s priorities provide clear
guidance for decision-making and execution in
my unit.

ALIGNMENT 1 2 3 4 N/A
1.The academy’s priorities have been
communicated clearly enough that people
throughout the academy have the right
context for decision-making and execution in
their area
2. Our management level team is cohesive and
aligned around our priorities.

ROLES 1 2 3 4 N/A
1.Decisions are generally made at the right
level in the academy (not everything needs to
be elevated to the President)
2. In the academy, we have the right
distribution of decision-making roles between
Administration and different departments.
STRUCTURE 1 2 3 4 N/A
1. The Academy’s Organizational structure is
aligned with our mission.
2. The Academy’s Organizational structure
helps rather than hinders achieving our goals.
3.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., President is layer 1)

DECISION PROCESSES 1 2 3 4 N/A

1. I understand how decisions are made at the
Academy.
2. Once Academy’s administration finalizes a
decision; it moves quickly to act on the decision
that was made.
3. There are effective processes for making
Academy-wide decisions; e.g., right
sequence/timing of interactions, appropriate
use of committees, effective transition from
decision to action, etc., when making
Academy-wide decisions.

MANAGEMENT PROCESSES 1 2 3 4 N/A

1. In general, our management processes are
integrated and effective (e.g., strategy
development, resource allocation,
budgeting/operating planning, and
performance tracking processes*
2. Our resource allocation process ensures
resources are aligned with our strategic
priorities and most important initiatives.*
3. The Academy has translated our strategy into
specific initiatives with clear milestones and
accountabilities.*

*Questions asked only to Managers and above

OPERATIONAL PROCESSES 1 2 3 4 N/A
1. Our human resources processes are effective
and add value to the Academy
2. Our information technology activities are
effective and add value to the Academy
commensurate with their cost.
3. Our administrative support activities (finance,
purchasing, procurement, etc.) are effective
and add value to the Academy.
4. Our facilities/utilities services organization is
effective and adds value to the Academy.
5. Our faculty/research support activities are
effective and add support to the Academy.

PEOPLE DEVELOPMENT AND DEPLOYMENT 1 2 3 4 N/A

1. The Academy has the talent we need for
future success.
2. Our high performing staff employees are in
the jobs where they can have the high impact.
3. In general, people with decision authority
have the skills and experience to make good
decisions.
4. The Academy is effective at helping
individuals develop to their “full potential” (e.g.,
through training, career opportunities,
mentoring, etc.)
5. Faculty resources (and their respective field
of study) are aligned with the vision & strategy
at the Academy.
6. The members of our senior leadership team
(President, Deans, Managers, and Heads) are
each highly effective in their roles.
PERFORMANCE CULTURE 1 2 3 4 N/A
1. My co-workers take personal responsibility for
the results they produce in their jobs.
2. The Academy has clear and unique identity
which inspires our faculty and staff.
3. The Academy employees consistently
demonstrate behaviors focused on driving
exceptional performance.
4. Academy employees are motivated to
achieve ambitious goals.
5. Academy employees focus their energy on
fulfilling our collective mission, not on internal
politics.
6. Academy employees would rather act than
have extended analysis and discussion.
7. Academy employees consistently
demonstrate mutual trust and teamwork.

LEADERSHIP 1 2 3 4 N/A
1. Each member of the Academy’s leadership
team consistently demonstrates behaviors in
keeping with Academy values.
2. People at all levels of the Academy
consistently demonstrate personal leadership.
3. When there is a conflict, our people usually
make the decision which is in the best interest
of the Academy overall, rather than for
individuals or specific groups.
4. Each member of our senior leadership team
(President, Deans, Managers, and Heads)
consistently demonstrates behaviors which
support effective decision-making and
execution. *
5. All things considered, NTMA is a highly
effective organization.
6. NTMA needs to change significantly to be
successful in the next five years.
PERFORMANCE MANAGEMENT 1 2 3 4 N/A
1. People’s individual performance objectives
are simple, understandable and consistently
drive action.
2. I am held accountable for the results I
produce or don’t produce in my job.
3. My supervisor fairly evaluates my
performance.
4. My co-workers take personal responsibility for
the results they produce in their jobs.

INFORMATION 1 2 3 4 N/A
1. Information needed to make and execute
decisions is readily available to the right people
at the right time.

PERFORMANCE MANAGEMENT 1 2 3 4 N/A

1. The Academy anticipates the challenges of
making changes and puts measures in place to
address them.*
2. When we implement change in the
Academy, we take into account the
capabilities of the organization and the
complexities of implementation. *
3. The Academy creates the capacity (people,
time, and resources to effect change. *
4. Change efforts encourage and support
individuals to take ownership of their goals. *
5. When going through changes in the
Academy, it is clear who is responsible for
decisions and outcomes. *
6. There is a way to track whether elements of
change efforts at the Academy are delivering
expected results. *
7. Steps are taken in a timely manner to correct
course if certain elements of change efforts
aren’t delivering expected results. *
8. The Academy institutionalizes lessons learned
during change efforts. *
9. Once a change is agreed upon, senior
leaders are visibly committed to achieving that
change. *
10. Management inspires, motivates and
 support employees to play their role and alter
their behaviors to achieve the change. *
11. Once the Academy has decided to
change, it executes quickly and effectively. *

*Questions asked only to Managers and above.

III. Characteristics of Employees

Directions: Please rate the importance of the following skills. Where 1 is the least
important and 5 is the most important.

SKILLS

SOCIAL SKILLS 5 4 3 2 1
1. Effectively conveys information verbally and
in writing.
2. Encourages collaboration of fellow
employees to achieve results.
3. Express loyalty and dedication to company in
interactions with others.
4. Copes to changing organizational set up and
management style.

TECHNICAL SKILLS 5 4 3 2 1
1. Demonstrates talents in identifying,
scrutinizing, improving and streamlining
complex work processes.
2. Proficient in covering wide variety of
applications.
3. Generates workable solution and resolve
complaints.
4. Innovates and update set up and
procedures for a more efficient work
performance.
 WORK SKILLS 5 4 3 2 1
1. Meets regularly with subordinates to discuss
job performance. *
2. Anticipates unexpected hurdles or obstacles
to a plan or project.
3. Monitors plans.
4. Seeks and utilizes opportunities for continues
learning and self-development for
improvement of work performance.

PERFORMANCE

Directions: Please rate individual work performance. Put a (√) on the box that
corresponds to your answer.

5-Excellent 4-Superior 3-Satisfactory 2-Fair 1-Poor

ATTITUDE 5 4 3 2 1
1. Works well because it gives personal
satisfaction.
2. Enjoys the job being done.
3. Displays good work habits and tolerance in
the performance of repetitive tasks.
4. Follows instructions of his superior.

JOB KNOWLEDGE 5 4 3 2 1
1. Knows the information needed for the
effective performance of the job.
2. Understands the mission and the goals of the
company.
3. Applies know-how to meet the set standards.
4. Executes plans and strategies in the most
effective manner.

TEAMWORK 5 4 3 2 1
1. Understands work contribution to the overall
success of the organization.
2. Practices teamwork and cooperation.
3. Cooperates with the group in the
achievement of desired objectives and goals.