A Benchmark for Managerial Effectiveness
B. Zimmermann, J.J. Chanaron, L. Klieb
This study presents a tool to gauge managerial effectiveness in the form of a questionnaire
that is easy to administer and score. The instrument covers eight distinct areas of organizational
climate and culture of management inside a company or department. Benchmark scores were
determined by administering sample-surveys to a wide cross-section of individuals from numerous
firms in Southeast Louisiana, USA. Scores remained relatively constant over a seven-year
timeframe. Techniques for using the benchmark by practitioners are discussed.
Benchmarking Managerial Effectiveness
Expectations of Management
Organizational Climate and Culture
halshs-00161611, version 1 - 6 Apr 2009Author manuscript, published in "International Journal of Human Resources Development and Management 7, 2 (2007) 119-138"
DOI : 10.1504/IJHRDM.2007.012859
1. Introduction and overview
An important part of the task of managers is to influence and steer the climate and culture
within their organization so that the goals of the organization are reached as efficiently and
effectively as possible. It would seem natural that managers would always recognize their
employees’ feelings and thoughts. However, counter-intuitively, many managers only have a
very faint idea how the culture and climate of their organization is perceived by their employees.
Different organizations have different cultures, and differences in cultures do not
necessarily dictate success or failure in reaching some goals of an organization, like profitability
or expansion. Nevertheless, a negative climate can also sometimes have disastrous consequences
for reaching the goals of the organization. It can decrease productivity, increase absences and
sick leaves, lead to high turnover and churning, and have many other negative influences.
Managers are seriously