TO:
Kathleen Deegan
FROM:
Kemi Adeyemi, Michael Trainer, Leeza Tang, and Bingqing Sun
DATE:
February 24, 2017
SUBJECT:
Final Project - Group 7
Name of Organization: Career Center - Temple University
Organization’s Description: The Temple University Career Center is a central resource
that builds collaborative relationships among the Temple community, and empowers
students and alumni through comprehensive career development services, professional
branding and driving successful careers.
Background Information: The Career Center serves all Temple students and alumni.
They provide a full range of services to optimize internship and employment
opportunities and enhance lifelong career success.
Services such as career assessments are provided to help students and alumni explore
their options for a major and career path. Guidelines, strategies, and expert advices on
resume and cover letter writing, as well as assisting with interviewing and job search
skills are some of the resources available to help students in learning how to market your
best self. On-line job and internship postings and on-campus recruiting through the
OwlNetwork, Career Fairs, and web resources are available to help students connect with
employers for internships, part-time, and full-time positions.
At the Career Center, there is the senior director, office manager, and administrative
assistant who head the office and see to the smooth running of day-to-day activities.
There is the career development team, which consists of six coaches who advise students
and help to build their professional brand. There is the employer partnerships team,
which consists of four outreach specialist and two directors who head that team. There is
also the assessment and technology team, which consists of four individuals that handle
student assessment and marketing of events at the Career Center. The last team will be
the career ambassadors, which consists of six student workers who run the front desk
and contribute to the smooth running of the office as a whole.
There are four teams under the Career Center but everyone works hand in hand to ensure
the values and culture of the organization are preserved, goals are achieved, and most
importantly, they give the students, alumni and employers a great experience.
Purpose of Audit: The purpose of the audit is to help us better understand the
importance of values and culture in relation to how they are communicated in an
organization. This audit will also help to teach us how to create surveys and draw out the
feedback for better communication and productivity in an organization. It will help us to
analyze the current situation of the organization more in depth, as well as, providing
possible recommendations that could better improve the organization as a whole.
Why the Career Center: Our group members decided on the Career Center as one of
our members (Kemi) currently works there as a Career Ambassador and International
intern. It is easily accessible and we could all relate to the organization as members of the
Temple community. As a result, Kemi will audit 15 employees by printing out 15 copies
of the “Communication at Work Survey” worksheet and hand them directly to her
coworkers at the Career Center. At the completion of the survey assessment, she will then
collect the data and distribute them among the team members of her group.
Cultural Theory
Research Question: How well does management communicate the company culture?
Results
The first question on the survey was to find out if the employees were actually
aware of the values in the company, which is important for the smooth operation and
engagement of employees. We found out that 60% of the employees strongly agreed. We
thought this was a good percentage as it showed a large percent were aware of the values
the organization represented which is intertwined with their performance and
engagement. 27% agreed that they knew the values but maybe not clear, we supposed.
3% were undecided meaning they neither agreed nor disagreed.
The survey also assisted us in finding out if the management effectively
communicates expectations for their culture. This finding was interesting. 20% strongly
agreed, 33% agreed, 27% disagreed and 20% were undecided. We observed that a higher
percent disagreed with knowing the expectations of the organizations culture and sensed
that this may have liked caused some loopholes in employee performance and
achievement of the organization's goal.
For the encouragement of reflection on organization values, 27% strongly agreed,
40% agreed, 6% disagreed while another 27% were undecided.
Analysis
The survey from the Career Center gave our group an in-depth knowledge into the
values and culture of the organization and how well they were interpreted to the
employees as well as their understanding. These findings definitely show that the value of
the organization is known by a large percentage of the employees. This means that the
onboarding process into the Career Center for employees expressed values as one
important aspect of the organization. A proper reflection of the values of the organization
is useful when looking over the work that’s done and what can be improved. This
knowledge would have assisted in major decision-making processes in the organization
along with showing that values are what supports the vision of a company and helps to
shape the culture.
The culture in a workplace controls the manner in which employees behave
amongst themselves, as well as, interaction with people outside the organization. A
healthy culture promotes healthy competition in the workplace. From our findings on this
particular question, we found out that only 20% of the employees strongly agreed. This
means that there has probably been a hitch in the communication line between
management and employees. We would have expected a larger percentage to agree but
27% disagreed and 20% were undecided about the expectation of culture. This shows that
management should revisit the communication of the culture and its expectation. It’s
known that many employees spend over forty hours in their workplace and culture is a
big part that affects an employee's work life balance. Lastly, culture encourages
employees to be more motivated, loyal, and engaged.
Recommendations
The Career Center has great values such as innovation, collaboration, and
diversity. It was good to find out that a major percentage were aware of it. For improved
teamwork and overall performance of the organization as a whole, it’ll be best that
everyone is clearly aware of the values, constantly reminded during trainings, as well as,
meetings and be encouraged more often to reflect on them. Values are not only there to
speak well of the brand but is a guide to all the internal processes. Management has to
ensure that the line of communication is open at all time. Culture sets the tone in a
workplace so it is vital that employees are aware of the expectation from the
culture. We can begin by articulating the culture to employees at the Career Center in
order for everyone to have a better understanding of the values that it bring to the
organization. Management should also lead by example as that itself speaks culture. The
Career Center can create traditions that support its culture. This will create identity and is
a constant reminder and reflection of the culture to employees and management.
Furthermore, employees should be shown appreciation and their successes should
be celebrated. Most importantly, encourage employees to align their work, strategies, and
goals in order to keep displaying what it looks like to live the culture.
Classical Theory
Research Question: How well does management communicate roles and responsibilities
to employees?
Results
The first survey item was about if management was available and willing to help
the employee if he or she does not understand their task. The outcomes of the survey item
were that 40% strongly agreed. This meant that a significant number of the employees
were strongly and consciously aware of the management’s availability to offer help
where employees needed help. 53% of the survey respondents further agreed that
management was available to offer help. This totaled to over 90% of the employees
agreeing to the survey item, implying their awareness to the organization’s availability to
offer assistance should various troubles arises. Only a meager 7% were undecided.
The second survey item was about if employees are ever asked to perform duties
outside of their defined description. The results were: only 13% strongly agreed,
indicating that most employees implied that they were asked to perform extra duties, 33%
agreed to the survey item, 27% disagreed with the survey, meaning they were never
asked to perform extra duties, while another 27% were undecided.
The last survey item was if management does not encourage employees to come
up with creative ways to complete their tasks. The response was only 13% strongly
agreed. Another 13% agreed while 34% strongly disagreed, 27% disagreed and 13% were
undecided.
Analysis
The results from the survey questions comprising of the responses from the
survey items indicate that management is readily available to instruct and direct
employees on what they should do and what is to be expected from them regarding their
respective roles. The first results to the first question shows that Career Center’s
management communicated effectively with their employees. Proper communication and
delegation of tasks ensure that services and functions at the Career Center can go on
seamlessly. The second response implies that the employees at the Career Center at some
point in time have to perform extra duties possibly due to a lot of work in another sector
where one is not assigned. Another reason may be that the employees are effectively
trained to work across all sectors in the Career Center making them effective across all
sectors in the Career Center.
Task accomplishment in an organization is of paramount importance for
continuous running and full functionality. The second survey item majored on this. We
found out that the employees worked on their respective tasks accordingly and even went
overboard to complete other tasks not enshrined in their job descriptions. That is perfectly
in line with classical theory as the main aim of the same task is accomplishment.
The last item on employees are coming up with creative ways to solve and finish
their tasks; this item saw well over half the employees responding that management
allowed them to be creative in their tasks, thereby, enhancing productivity and task
accomplishment. Task accomplishment is necessary in running successful organizations.
Management relaying instructions and directives to employees and employees being
allowed to employ creativity in accomplishing their tasks are all elements of good
organizational communication resulting in success.
Recommendations
The Career Center can enhance future communication in the organization by
ensuring that when onboarding new employees, their tasks and roles are clearly outlined
and taught to them. The employees can further be made aware of their tasks and roles by
participating in frequent team building sessions whereby, the roles of each and every
employee is revisited, informing the employee comprehensively of their tasks and roles.
This will enable the employees to be always up to date on their tasks and roles, enforcing
proper task accomplishment and role fulfillment.
Furthermore, employees’ roles should be delegated to them and their respective
tasks assigned, so as to avoid overwork of some and ensure quality time. Creativity
should also be encouraged so that employees are granted an opportunity to come up with
faster and simpler ways of accomplishing tasks.
Human Relations Theory
Research Question: How do management recognize employee accomplishments?
Results
Based on the given statistics, majority of the respondents, that is, 54%, said that
they disagree with the statement, “Management offers non-monetary incentives to reward
employees for a job well done.” Follow up, tying in second place with a total of 39%,
with 13% in each category were the respondents of the strongly agree, strongly disagree,
and undecided category, along with a minority of 7% agreeing with the same statement.
In terms of the statement, “Management provides regular constructive feedback to
employees,” the overall percentages seemed to be evenly dispersed among the four
response options with the exception that nobody chose the strongly disagree option. That
is, there’s an equal 20% rating under the disagree and undecided category, a 27%
agreeing with the statement, and more leaning toward the strongly agree option of about
33%.
From the given statistics, 40% of the participants agree with the statement, “I feel
comfortable sharing contents with management.” Following suit, 33% strongly agree,
13% felt undecided, and a meager 7% in the strongly disagree and disagree options.
Analysis
From the first set of data, with a majority of 54% disagreeing with how their
management offers non-monetary incentives to reward them for their effort in completing
a job well done, correlates with the additional 13% of respondents who displayed that
they strongly disagree, offers a clear understanding that management lacks the
communication to effectively boost their employees’ morale. Contrastingly, there’s a
minimum percentage of employees, that is about 20% in total combining 13% strongly
agree and 7% agree, as well as 13% who feels there’re indifferent, does feel management
offers some sort of encouragement regarding their work ethics. In effect, this could lead
to a downturn in how they decide to complete their tasks in the future.
Interestingly, there’s a stronger evidence of employees with a total of 60%, 33%
strongly agree plus 27% agree, does feel that management does provides regular
constructive feedback regarding their tasks. On the other hand only 40%, 20% disagree
plus 20% who’s undecided, is on the other side of the opinion. Although the percentage
is showing a good outcome, it may be that employees may be manipulated into thinking
they’re getting a good feedback while it may be that their employer are communicating
bogus praise to entice their productivity (Zaremba, 2010, p. 45). On the other hand, the
fact that it is constructive could demonstrate that the manager might actually be honest in
how they’re conveying their remark.
Regarding the high percentage of 73%, that is, 33% strongly agree plus 40%
agree, shows that employees feel very comfortable discussing contents with their
manager without the fear of being criticize or reprimanded while only a small 27%, 7%
for strongly disagree and disagree each plus 13% who’s undecided, feels otherwise. This
suggests that management is productively engaging with their employees on a horizontal
type of networks while valuing the importance of upward networks, leading to a healthy
subordinate-to-superior channel in allowing employees to feel like they are valuable
resources (Zaremba, 2010, p. 141).
Recommendations
One way the Career Center could enhance their communication to their
employees more efficaciously is for manager to motivate their employees, not only on
information about the job tasks and policies itself, but also on information that recognizes
their efforts and accomplishments regarding the work quality that they produce. Even a
simple compliment like “Thank you” or “You’re doing a good job” can greatly make
their day, which in effect, makes them feel as if they’re an important asset that brings
outstanding value into the organization. Learning to recognize each employee’s efforts
can perpetuates their desire to go above and beyond for the company’s clients, overall
impacting the organization’s bottom line more positively (Conner, 2014).
Organizations that regularly provide both good and bad feedback are an important
motivator in raising employees’ spirit because it gives them an idea of how they’re
completing their projects. As a result, they can feel as if what they contributing to the
organization are not overlooked but is taken into great consideration in regards to the
assignment they have taken the time and endeavor to complete. Essentially, learning to
recognize individual employees, showcase that their hard work is noticed and appreciated
and that it has not gone to waste (YouEarnedIt, 2016).
A workplace environment that involves management time and commitment in
forming deep connection and relationship with their employees on both a personal and
professional level can greatly elicit genuine interest in creating beneficial outcome for the
overall goal of the organization. In effect, positive grapevine along the informal network
will be formed about the manager, leading to a more credible and powerful source of tool
that can navigate throughout the organization just simply from the impact of buzz
(Zaremba, 2010, p. 137). Overall, when using the grapevine appropriately, manager can
use it to their advantage to learn more about their employees and communicate more
effectively in how to recognize and reward their employee’s accomplishments, while
properly appreciating them for their hard work when an opportunity arises.
Human Resources Theory
Research Question: How does management communicate their interest in employee
professional growth?
Results
With our research question for human resources we have asked four survey
questions. The first question we asked in this survey was, does my manger provide
opportunities to advance in my field? Through the employees we have surveyed we
found that only 13% strongly agree while 27% agree, 20% are undecided, 13% disagree,
and a shocking 27% strongly disagree.
For the second survey question we asked, does my manger grant me time off
work to attend professional development training? This survey question resulted in 47%
strongly agree, 33% agree, 13% are undecided, and with only 7% of employees who
disagree. This survey question has also resulted in no employees that strongly disagree.
Our third survey question was, does management provide a communication
platform for me to discover new job openings within the organization? This has resulted
in 13% strongly agree, 40% agree, 7% are undecided, 20% disagree, and 20% strongly
disagree.
Our final survey question was, does management routinely provide performance
reviews? This question has a result of 46% who strongly agree, 20% agree, 7%
undecided, 7% disagree, and 20% strongly disagree.
Analysis
The result of this survey has showed us how the management team at the Career
Center provides new opportunity to advance. From these results we are able to see how
easy it is for employees of the career center to further their advancements in their field,
attend professional development training, and discover new job openings. We discovered
that management is not always welcoming towards advancement in their field, where
nearly half of the employees interview strongly disagreed or disagreed to this. However,
we have discovered that management does a well job by granting time off for employees
to attend professional development training, whereby 47% strongly agree with this.
Another thing that management at the Career Center does well is, providing new job
opening within the organization. They do this well by communicating with the employees
about new job openings. We are also able to see that the Career Center keeps their work
place well communicated by providing performance reviews, which will provide
employees with positive feedback of what they are doing well and also informing them of
what they can improve on.
Recommendations
The Career Center can improve some aspects of their management. Management
at the Career Center can improve on by encouraging their employees to advance in their
field. As found in our survey results, you can see that most employees are not happy or
have trouble advancing in their field because of this. One important aspect in the
workplace is a happy employee. By encouraging employees to advance in their field it
will show employees that management cares about them and in hope will encourage the
employees to work harder and advance the efficiency at the Career Center.
Systems Theory
Research Questions: Is management encouraging both internal and external
communication practices?
Results
Stunningly, there’s a strong complying favor with no disputable argument in terms
of the statement “I can easily access the contact information of people in other
departments,” that is, a perfect 100% with 67% under strongly agree plus 33% in the
agree category.
It seems that the majority with the exception that nobody picked the agree
category, that is, 40% is undecided in terms of the statement, “Management informs us of
what is going in other departments,” while strongly agree and disagree are tied at both
27% each and the lesser value of 6% for strongly disagree.
Surprising, the results show that there’s a strong and favorable support in the
statement, “I routinely work with resources outside of the company,” totaling 73%
comprising of 33% who feels strongly agree plus the 40% in the agree options. The
statistics clearly show a distinguishable result in that besides the 27% of the respondents
who feel that they’re undecided, there was none who chose strongly disagree or the
disagree response options.
Analysis
The fact that there’s strong evidence with 100%, feeling strongly agree and agree
combined, evidently shows that everybody at the Career Center can easily access the
contact information of other departments, clearly showing that their organization is
permeable in sharing information that must be able to get from one subsystem to another
and from the relevant environment to the focal system. By being internally permeable,
information can be transmitted more efficiently between departments in the process of
information within the system in what is known as the throughput. (Zaremba, 2010, p.
64)
It seems that management at the Career Center lacks the ability to notify or update
what is going on in other departments since the majority of the respondents, 40%, are
unsure about how their manager regulate in terms of what is going on externally outside
their own department. Although the boundaries does seem to provide permeability to
some extent, the absence of requisite variety, that is, the lack to be sufficiently
sophisticated internally to address the complexity of the potential inputs from its relative
environment, can preclude efficient communication with the relevant environment. If this
continues, the organization could collapse due to an imbalance in response to the
inadequate input that enters the systems through its permeable boundaries, effectively
failing to communicate both internally and externally from poor communication
practices. (Zaremba, 2010, p. 64)
On the other hand, there’s a complete flipside from the employees’ perspective
because although management fail to report back to their own department about
references in regards to their external environment, the employees themselves is given
the chance to explore and work well with other sources outside their own department.
With the majority of 73% feeling that they strongly agree and agree, the Career Center
must of encourage their employees to go and cooperate more actively with resources
outside of their own department. In effect, this creates the notion of what is known as the
principle of equifinality, which is, that there are multiple methods in completing a job
and can still result in the same outcome (Zaremba, 2010, p. 65). As a result, it seems that
management is effectively encouraging external communication practices.
Recommendations
The first thing that an organization must realize is that they are a composite of
interdependent units that must work cooperatively with other units in order to operate
efficiently and effectively to survive. Categorizing as an open system, the Career Center
should take into account that they will have to interact with its environment on a daily
basis, so it’s of utmost paramount that they have a boundary that allow exchanges and
processes of feedback from both inside as well as outside of their department.
Since a business doesn’t have control of all their environmental forces, they relied
heavily on predictions and contingencies to cope with unexpected input. Thus, being an
open systems has its perks because it allows the organization to devise more than one
way to accomplish goals or reach similar results with different conditions and operations,
whereas, a closed systems function under the assumption that there is only one way to
achieve a result with a direct relationship between cause and effect. (Griffin, n.d.)
If management can learn how to use and encourage both internal and external
communication practices more often, it will be very beneficial in helping to effectively
promote better ways to solve problems by clarifying the big picture. Essentially,
continuous feedback and response results in better understanding and improved
communication, resulting in a more unambiguous directed planning, intelligent design,
useful products, and necessary services. (Griffin, n.d.)
Conclusion
Every company has their own unique culture and values, but a positive culture
and value has greater influence on productivity and engagement of employees. It’s
important that these are communicated, but effective communication is what promotes
the smooth running of the company on a daily basis, involving the interactions that
happen internally as well as externally in determining the success or failure of the
company as a whole. Being intentional about culture and communication closes a lot of
gaps in an organization and creates a greater work environment.
Conclusively, communication is important in an organization in ensuring proper
direction and delegation of duties and tasks. If there are proper mechanisms of
communication in place, management can easily and readily be more approachable,
enhancing productivity in employees. Furthermore, employees should also be allowed to
be creative while at work in accomplishing their tasks, as this create more flexibility and
better results.
Likewise, management need to go out of their way more often in learning to
appreciate and show a more enthusiastic approach when recognizing their employee’s
effort in completing their tasks. This will, in effect, increase employee’s morale, lowers
employees’ retention rates, and overall create for a more fruitful outcome.
Correspondingly, if management can learn to listen more attentively as well as
accommodating in sharing the responsibility of their employees, their desire to go above
and beyond what they’re required to do will exceedingly benefit the overall bottom line
of the company.
For an organization it is important that management communicate their interest in
employee professional growth. This is important whether the professional growth is
within the organization or not. It is important to communicate this to display to the
employees the value they hold in the organization. While employees are clearly
communicated their value that they hold, this will help keep the employees happy and up
the production at the organization.
It is important to know an organization is an interdependent unit that depends on
the sharing and processing of information from its relevant environment. Thus, it is very
crucial that management implement and highly encourage the use of internal and external
communication practices. The ability to be flexible and versatile to updated messages that
is shared internally and externally can greatly help with the operations of that individual
department to run more smoothly alongside its counterpart. In the long-term, this will
result in a more highly efficient and effective procedure in how the organization will run.
Works Cited
Conner, C. (2014, September 11). 6 Ways To Increase Employee Morale And
Performance (Without Giving A Raise). Retrieved February 20, 2017, from
http://www.forbes.com/sites/cherylsnappconner/2014/09/11/6-ways-toincreaseemployee-morale-and-performance-without-giving-araise/2/#2f5e83284de3
Griffin, Dana. (n.d.). Open System Organizational Structure. Retrieved February 20,
2017, from http://smallbusiness.chron.com/open-system-organizational-structure432.html
YouEarnedIt. (2016, February 23). 10 Effective Techniques to Boost Employee Morale
Without Increasing Salaries. Retrieved February 20, 2017, from
http://youearnedit.com/blog/10-effective-techniques-to-boost-employeemoralewithout-increasing-salaries/
Zaremba, A.J. (2010). Organizational Communication (3rd ed.). New York: Oxford
University Press, Inc.
Appendix
Cultural Theory
I know the values of my organization.
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Strongly Agree
60%
Agree
27%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Management effectively communicates expectations
for our culture.
Strongly Agree
20%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Agree
33%
Disagree/Agree
(Undecided)
20%
Strongly Agree
Management encourages us to reflect our company
values.
Disagree
6%
Strongly Agree
27%
Strongly Disagree
Disagree/Agree
(Undecided)
27%
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Classical Theory
Management is available and willing to help me if I do
not understand my tasks.
Disagree/Agree
(Undecided)
7%
Strongly Disagree
Disagree
Strongly Agree
40%
Disagree/Agree (Undecided)
Agree
Agree
53%
Strongly Agree
I am never asked to perform duties outside of my defined
job description.
Strongly Agree
13%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
33%
Agree
Disagree/Agree
(Undecided)
27%
Strongly Agree
Managment does not encourage employees to come up
with creative ways to complete my tasks.
Strongly Agree
13%
Agree
13%
Strongly Disagree
Strongly Disagree
34%
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
13%
Disagree
27%
Human Relations Theory
Managment offers non-monetary incentives to reward
employees for a job well done.
Disagree/Agree
(Undecided)
13%
Agree
7%
Strongly
Agree
13%
Strongly
Disagree
13%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree
54%
Managment provides regular constructive feedback to
employees.
Disagree
20%
Strongly Disagree
Strongly Agree
33%
Disagree
Disagree/Agree (Undecided)
Disagree/Agree
(Undecided)
20%
Agree
27%
Agree
Strongly Agree
I feel comfortable sharing concerns with management.
Strongly Disagree
7%
Disagree
7%
Strongly Agree
33%
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Human Resources Theory
My manager provides opportunities to advance in my field.
Strongly Agree
13%
Strongly Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
27%
Agree
Disagree
13%
Disagree/Agree
(Undecided)
20%
Strongly Agree
My manager grants me time off work to attend professional
development training.
Disagree
7%
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Strongly Agree
47%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
33%
Management provides a communication platform for me to
discover new job openings within the organization.
Strongly Agree
13%
Strongly Disagree
20%
Strongly Disagree
Disagree
Disagree
20%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Disagree/Agree
(Undecided)
7%
Management routinely provides performance reviews.
Strongly Disagree
20%
Strongly Disagree
Disagree
Disagree
7%
Strongly Agree
46%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
7%
Agree
20%
Systems Theory
I can easily access the contact information of people in
other departments.
Agree
33%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Strongly Agree
67%
Agree
Strongly Agree
Management informs us of what is going on in other
departments.
Strongly Disagree
6%
Strongly Agree
27%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
40%
I routinely work with resources outside of the company.
Strongly Agree
33%
Disagree/Agree
(Undecided)
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Organization’s Description: Contract Pharmacy Services is a pharmacy that provides
medication fulfillment and pharmacy consulting to Long-term Care, Correctional, and
Behavioral Health facilities in the Greater Philadelphia area and throughout much of the country.
Background Information: Contract Pharmacy Services (CPS) has been serving the
pharmaceutical needs of institutional facilities for over forty years. Founded as Wayne Pharmacy
in 1976 in Hatboro, PA, the company has evolved from a local retail pharmacy chain, into a
highly specialized pharmacy providing services to correctional facilities (jails and prisons)
nationwide, long-term care (retirement homes) facilities throughout the Delaware Valley, and
behavioral health (rehabilitation centers and psychiatric hospitals) organizations in Pennsylvania
and New Jersey.
The main pharmacy and corporate headquarters are located in Warrington, PA. Headquarters
employs about 150 people and serves over 105,000 patients. In addition to the core business,
CPS also owns and operates several on-site pharmacies throughout the Philadelphia area.
CPS is a 24x7x365 operation, designed to meet the evolving needs of their clients who many
times admit patients after normal business hours. The organization continually adds to their
medication distribution equipment to keep current with technology and pass those efficiencies to
their clients. When speaking of clients and satisfaction, CPS understands that the key to a
successful business relationship is communication. Their ultimate goal is to establish excellent
relationships within all levels of the client’s organization, so that they can solve problems
quickly and efficiently.
Contract Pharmacy’s executive team consists of the Chief Executive Officer, the Chief Operating
Officer, the Chief Administrative Officer, the Chief Financial Officer, and the Director of
Pharmacy. Beyond the executive team are many layers to the organization down to the base of
the company, which are the Data Entry Technicians. For our purposes, we have surveyed 10
Data Entry Technicians and all 5 members of the Executive Team.
Purpose of Audit: The purpose of the audit is to uncover Contract Pharmacy Services’
communication strengths, weaknesses, and effectiveness between management and employees.
Our goal is to develop recommendations that will help improve future communications at CPS.
In addition, this audit will also have taught us how to collect survey data and interpret it into
beneficial information for a company.
Why Contract Pharmacy Services: Our group members chose Contract Pharmacy Services
because one member (Reilly) was an employee there for 4 years, and her mother (Mary) has
been employed nearly two decades; this means we could also have insider opinions as well if
needed. Mary was able to print out 15 copies of the “Communication at Work Survey”
worksheet on her lunch break and hand one to each member of the executive team and 10 data
entry employees.
TO:
FROM:
DATE:
February 24, 2017
SUBJECT:
Final Project - Group 7
Name of Organization: Career Center Organization’s Description: The Career Center is a central resource that builds
collaborative relationships among the community, and empowers students and alumni
through comprehensive career development services, professional branding and driving
successful careers.
Background Information: The Career Center serves all students and alumni. They
provide a full range of services to optimize internship and employment opportunities and
enhance lifelong career success.
Services such as career assessments are provided to help students and alumni explore
their options for a major and career path. Guidelines, strategies, and expert advices on
resume and cover letter writing, as well as assisting with interviewing and job search
skills are some of the resources available to help students in learning how to market your
best self. On-line job and internship postings and on-campus recruiting through the
OwlNetwork, Career Fairs, and web resources are available to help students connect with
employers for internships, part-time, and full-time positions.
At the Career Center, there is the senior director, office manager, and administrative
assistant who head the office and see to the smooth running of day-to-day activities.
There is the career development team, which consists of six coaches who advise students
and help to build their professional brand. There is the employer partnerships team,
which consists of four outreach specialist and two directors who head that team. There is
also the assessment and technology team, which consists of four individuals that handle
student assessment and marketing of events at the Career Center. The last team will be
the career ambassadors, which consists of six student workers who run the front desk
and contribute to the smooth running of the office as a whole.
There are four teams under the Career Center but everyone works hand in hand to ensure
the values and culture of the organization are preserved, goals are achieved, and most
importantly, they give the students, alumni and employers a great experience.
Purpose of Audit: The purpose of the audit is to help us better understand the
importance of values and culture in relation to how they are communicated in an
organization. This audit will also help to teach us how to create surveys and draw out the
feedback for better communication and productivity in an organization. It will help us to
analyze the current situation of the organization more in depth, as well as, providing
possible recommendations that could better improve the organization as a whole.
Why the Career Center: Our group members decided on the Career Center as one of
our members (Kemi) currently works there as a Career Ambassador and International
intern. It is easily accessible and we could all relate to the organization as members of the
community. As a result, Kemi will audit 15 employees by printing out 15 copies of the
“Communication at Work Survey” worksheet and hand them directly to her coworkers at
the Career Center. At the completion of the survey assessment, she will then collect the
data and distribute them among the team members of her group.
Cultural Theory
Research Question: How well does management communicate the company culture?
Results
The first question on the survey was to find out if the employees were actually
aware of the values in the company, which is important for the smooth operation and
engagement of employees. We found out that 60% of the employees strongly agreed. We
thought this was a good percentage as it showed a large percent were aware of the values
the organization represented which is intertwined with their performance and
engagement. 27% agreed that they knew the values but maybe not clear, we supposed.
3% were undecided meaning they neither agreed nor disagreed.
The survey also assisted us in finding out if the management effectively
communicates expectations for their culture. This finding was interesting. 20% strongly
agreed, 33% agreed, 27% disagreed and 20% were undecided. We observed that a higher
percent disagreed with knowing the expectations of the organizations culture and sensed
that this may have liked caused some loopholes in employee performance and
achievement of the organization's goal.
For the encouragement of reflection on organization values, 27% strongly agreed,
40% agreed, 6% disagreed while another 27% were undecided.
Analysis
The survey from the Career Center gave our group an in-depth knowledge into the
values and culture of the organization and how well they were interpreted to the
employees as well as their understanding. These findings definitely show that the value of
the organization is known by a large percentage of the employees. This means that the
onboarding process into the Career Center for employees expressed values as one
important aspect of the organization. A proper reflection of the values of the organization
is useful when looking over the work that’s done and what can be improved. This
knowledge would have assisted in major decision-making processes in the organization
along with showing that values are what supports the vision of a company and helps to
shape the culture.
The culture in a workplace controls the manner in which employees behave
amongst themselves, as well as, interaction with people outside the organization. A
healthy culture promotes healthy competition in the workplace. From our findings on this
particular question, we found out that only 20% of the employees strongly agreed. This
means that there has probably been a hitch in the communication line between
management and employees. We would have expected a larger percentage to agree but
27% disagreed and 20% were undecided about the expectation of culture. This shows that
management should revisit the communication of the culture and its expectation. It’s
known that many employees spend over forty hours in their workplace and culture is a
big part that affects an employee's work life balance. Lastly, culture encourages
employees to be more motivated, loyal, and engaged.
Recommendations
The Career Center has great values such as innovation, collaboration, and
diversity. It was good to find out that a major percentage were aware of it. For improved
teamwork and overall performance of the organization as a whole, it’ll be best that
everyone is clearly aware of the values, constantly reminded during trainings, as well as,
meetings and be encouraged more often to reflect on them. Values are not only there to
speak well of the brand but is a guide to all the internal processes. Management has to
ensure that the line of communication is open at all time. Culture sets the tone in a
workplace so it is vital that employees are aware of the expectation from the
culture. We can begin by articulating the culture to employees at the Career Center in
order for everyone to have a better understanding of the values that it bring to the
organization. Management should also lead by example as that itself speaks culture. The
Career Center can create traditions that support its culture. This will create identity and is
a constant reminder and reflection of the culture to employees and management.
Furthermore, employees should be shown appreciation and their successes should
be celebrated. Most importantly, encourage employees to align their work, strategies, and
goals in order to keep displaying what it looks like to live the culture.
Classical Theory
Research Question: How well does management communicate roles and responsibilities
to employees?
Results
The first survey item was about if management was available and willing to help
the employee if he or she does not understand their task. The outcomes of the survey item
were that 40% strongly agreed. This meant that a significant number of the employees
were strongly and consciously aware of the management’s availability to offer help
where employees needed help. 53% of the survey respondents further agreed that
management was available to offer help. This totaled to over 90% of the employees
agreeing to the survey item, implying their awareness to the organization’s availability to
offer assistance should various troubles arises. Only a meager 7% were undecided.
The second survey item was about if employees are ever asked to perform duties
outside of their defined description. The results were: only 13% strongly agreed,
indicating that most employees implied that they were asked to perform extra duties, 33%
agreed to the survey item, 27% disagreed with the survey, meaning they were never
asked to perform extra duties, while another 27% were undecided.
The last survey item was if management does not encourage employees to come
up with creative ways to complete their tasks. The response was only 13% strongly
agreed. Another 13% agreed while 34% strongly disagreed, 27% disagreed and 13% were
undecided.
Analysis
The results from the survey questions comprising of the responses from the
survey items indicate that management is readily available to instruct and direct
employees on what they should do and what is to be expected from them regarding their
respective roles. The first results to the first question shows that Career Center’s
management communicated effectively with their employees. Proper communication and
delegation of tasks ensure that services and functions at the Career Center can go on
seamlessly. The second response implies that the employees at the Career Center at some
point in time have to perform extra duties possibly due to a lot of work in another sector
where one is not assigned. Another reason may be that the employees are effectively
trained to work across all sectors in the Career Center making them effective across all
sectors in the Career Center.
Task accomplishment in an organization is of paramount importance for
continuous running and full functionality. The second survey item majored on this. We
found out that the employees worked on their respective tasks accordingly and even went
overboard to complete other tasks not enshrined in their job descriptions. That is perfectly
in line with classical theory as the main aim of the same task is accomplishment.
The last item on employees are coming up with creative ways to solve and finish
their tasks; this item saw well over half the employees responding that management
allowed them to be creative in their tasks, thereby, enhancing productivity and task
accomplishment. Task accomplishment is necessary in running successful organizations.
Management relaying instructions and directives to employees and employees being
allowed to employ creativity in accomplishing their tasks are all elements of good
organizational communication resulting in success.
Recommendations
The Career Center can enhance future communication in the organization by
ensuring that when onboarding new employees, their tasks and roles are clearly outlined
and taught to them. The employees can further be made aware of their tasks and roles by
participating in frequent team building sessions whereby, the roles of each and every
employee is revisited, informing the employee comprehensively of their tasks and roles.
This will enable the employees to be always up to date on their tasks and roles, enforcing
proper task accomplishment and role fulfillment.
Furthermore, employees’ roles should be delegated to them and their respective
tasks assigned, so as to avoid overwork of some and ensure quality time. Creativity
should also be encouraged so that employees are granted an opportunity to come up with
faster and simpler ways of accomplishing tasks.
Human Relations Theory
Research Question: How do management recognize employee accomplishments?
Results
Based on the given statistics, majority of the respondents, that is, 54%, said that
they disagree with the statement, “Management offers non-monetary incentives to reward
employees for a job well done.” Follow up, tying in second place with a total of 39%,
with 13% in each category were the respondents of the strongly agree, strongly disagree,
and undecided category, along with a minority of 7% agreeing with the same statement.
In terms of the statement, “Management provides regular constructive feedback to
employees,” the overall percentages seemed to be evenly dispersed among the four
response options with the exception that nobody chose the strongly disagree option. That
is, there’s an equal 20% rating under the disagree and undecided category, a 27%
agreeing with the statement, and more leaning toward the strongly agree option of about
33%.
From the given statistics, 40% of the participants agree with the statement, “I feel
comfortable sharing contents with management.” Following suit, 33% strongly agree,
13% felt undecided, and a meager 7% in the strongly disagree and disagree options.
Analysis
From the first set of data, with a majority of 54% disagreeing with how their
management offers non-monetary incentives to reward them for their effort in completing
a job well done, correlates with the additional 13% of respondents who displayed that
they strongly disagree, offers a clear understanding that management lacks the
communication to effectively boost their employees’ morale. Contrastingly, there’s a
minimum percentage of employees, that is about 20% in total combining 13% strongly
agree and 7% agree, as well as 13% who feels there’re indifferent, does feel management
offers some sort of encouragement regarding their work ethics. In effect, this could lead
to a downturn in how they decide to complete their tasks in the future.
Interestingly, there’s a stronger evidence of employees with a total of 60%, 33%
strongly agree plus 27% agree, does feel that management does provides regular
constructive feedback regarding their tasks. On the other hand only 40%, 20% disagree
plus 20% who’s undecided, is on the other side of the opinion. Although the percentage
is showing a good outcome, it may be that employees may be manipulated into thinking
they’re getting a good feedback while it may be that their employer are communicating
bogus praise to entice their productivity (Zaremba, 2010, p. 45). On the other hand, the
fact that it is constructive could demonstrate that the manager might actually be honest in
how they’re conveying their remark.
Regarding the high percentage of 73%, that is, 33% strongly agree plus 40%
agree, shows that employees feel very comfortable discussing contents with their
manager without the fear of being criticize or reprimanded while only a small 27%, 7%
for strongly disagree and disagree each plus 13% who’s undecided, feels otherwise. This
suggests that management is productively engaging with their employees on a horizontal
type of networks while valuing the importance of upward networks, leading to a healthy
subordinate-to-superior channel in allowing employees to feel like they are valuable
resources (Zaremba, 2010, p. 141).
Recommendations
One way the Career Center could enhance their communication to their
employees more efficaciously is for manager to motivate their employees, not only on
information about the job tasks and policies itself, but also on information that recognizes
their efforts and accomplishments regarding the work quality that they produce. Even a
simple compliment like “Thank you” or “You’re doing a good job” can greatly make
their day, which in effect, makes them feel as if they’re an important asset that brings
outstanding value into the organization. Learning to recognize each employee’s efforts
can perpetuates their desire to go above and beyond for the company’s clients, overall
impacting the organization’s bottom line more positively (Conner, 2014).
Organizations that regularly provide both good and bad feedback are an important
motivator in raising employees’ spirit because it gives them an idea of how they’re
completing their projects. As a result, they can feel as if what they contributing to the
organization are not overlooked but is taken into great consideration in regards to the
assignment they have taken the time and endeavor to complete. Essentially, learning to
recognize individual employees, showcase that their hard work is noticed and appreciated
and that it has not gone to waste (YouEarnedIt, 2016).
A workplace environment that involves management time and commitment in
forming deep connection and relationship with their employees on both a personal and
professional level can greatly elicit genuine interest in creating beneficial outcome for the
overall goal of the organization. In effect, positive grapevine along the informal network
will be formed about the manager, leading to a more credible and powerful source of tool
that can navigate throughout the organization just simply from the impact of buzz
(Zaremba, 2010, p. 137). Overall, when using the grapevine appropriately, manager can
use it to their advantage to learn more about their employees and communicate more
effectively in how to recognize and reward their employee’s accomplishments, while
properly appreciating them for their hard work when an opportunity arises.
Human Resources Theory
Research Question: How does management communicate their interest in employee
professional growth?
Results
With our research question for human resources we have asked four survey
questions. The first question we asked in this survey was, does my manger provide
opportunities to advance in my field? Through the employees we have surveyed we
found that only 13% strongly agree while 27% agree, 20% are undecided, 13% disagree,
and a shocking 27% strongly disagree.
For the second survey question we asked, does my manger grant me time off
work to attend professional development training? This survey question resulted in 47%
strongly agree, 33% agree, 13% are undecided, and with only 7% of employees who
disagree. This survey question has also resulted in no employees that strongly disagree.
Our third survey question was, does management provide a communication
platform for me to discover new job openings within the organization? This has resulted
in 13% strongly agree, 40% agree, 7% are undecided, 20% disagree, and 20% strongly
disagree.
Our final survey question was, does management routinely provide performance
reviews? This question has a result of 46% who strongly agree, 20% agree, 7%
undecided, 7% disagree, and 20% strongly disagree.
Analysis
The result of this survey has showed us how the management team at the Career
Center provides new opportunity to advance. From these results we are able to see how
easy it is for employees of the career center to further their advancements in their field,
attend professional development training, and discover new job openings. We discovered
that management is not always welcoming towards advancement in their field, where
nearly half of the employees interview strongly disagreed or disagreed to this. However,
we have discovered that management does a well job by granting time off for employees
to attend professional development training, whereby 47% strongly agree with this.
Another thing that management at the Career Center does well is, providing new job
opening within the organization. They do this well by communicating with the employees
about new job openings. We are also able to see that the Career Center keeps their work
place well communicated by providing performance reviews, which will provide
employees with positive feedback of what they are doing well and also informing them of
what they can improve on.
Recommendations
The Career Center can improve some aspects of their management. Management
at the Career Center can improve on by encouraging their employees to advance in their
field. As found in our survey results, you can see that most employees are not happy or
have trouble advancing in their field because of this. One important aspect in the
workplace is a happy employee. By encouraging employees to advance in their field it
will show employees that management cares about them and in hope will encourage the
employees to work harder and advance the efficiency at the Career Center.
Systems Theory
Research Questions: Is management encouraging both internal and external
communication practices?
Results
Stunningly, there’s a strong complying favor with no disputable argument in terms
of the statement “I can easily access the contact information of people in other
departments,” that is, a perfect 100% with 67% under strongly agree plus 33% in the
agree category.
It seems that the majority with the exception that nobody picked the agree
category, that is, 40% is undecided in terms of the statement, “Management informs us of
what is going in other departments,” while strongly agree and disagree are tied at both
27% each and the lesser value of 6% for strongly disagree.
Surprising, the results show that there’s a strong and favorable support in the
statement, “I routinely work with resources outside of the company,” totaling 73%
comprising of 33% who feels strongly agree plus the 40% in the agree options. The
statistics clearly show a distinguishable result in that besides the 27% of the respondents
who feel that they’re undecided, there was none who chose strongly disagree or the
disagree response options.
Analysis
The fact that there’s strong evidence with 100%, feeling strongly agree and agree
combined, evidently shows that everybody at the Career Center can easily access the
contact information of other departments, clearly showing that their organization is
permeable in sharing information that must be able to get from one subsystem to another
and from the relevant environment to the focal system. By being internally permeable,
information can be transmitted more efficiently between departments in the process of
information within the system in what is known as the throughput. (Zaremba, 2010, p.
64)
It seems that management at the Career Center lacks the ability to notify or update
what is going on in other departments since the majority of the respondents, 40%, are
unsure about how their manager regulate in terms of what is going on externally outside
their own department. Although the boundaries does seem to provide permeability to
some extent, the absence of requisite variety, that is, the lack to be sufficiently
sophisticated internally to address the complexity of the potential inputs from its relative
environment, can preclude efficient communication with the relevant environment. If this
continues, the organization could collapse due to an imbalance in response to the
inadequate input that enters the systems through its permeable boundaries, effectively
failing to communicate both internally and externally from poor communication
practices. (Zaremba, 2010, p. 64)
On the other hand, there’s a complete flipside from the employees’ perspective
because although management fail to report back to their own department about
references in regards to their external environment, the employees themselves is given
the chance to explore and work well with other sources outside their own department.
With the majority of 73% feeling that they strongly agree and agree, the Career Center
must of encourage their employees to go and cooperate more actively with resources
outside of their own department. In effect, this creates the notion of what is known as the
principle of equifinality, which is, that there are multiple methods in completing a job
and can still result in the same outcome (Zaremba, 2010, p. 65). As a result, it seems that
management is effectively encouraging external communication practices.
Recommendations
The first thing that an organization must realize is that they are a composite of
interdependent units that must work cooperatively with other units in order to operate
efficiently and effectively to survive. Categorizing as an open system, the Career Center
should take into account that they will have to interact with its environment on a daily
basis, so it’s of utmost paramount that they have a boundary that allow exchanges and
processes of feedback from both inside as well as outside of their department.
Since a business doesn’t have control of all their environmental forces, they relied
heavily on predictions and contingencies to cope with unexpected input. Thus, being an
open systems has its perks because it allows the organization to devise more than one
way to accomplish goals or reach similar results with different conditions and operations,
whereas, a closed systems function under the assumption that there is only one way to
achieve a result with a direct relationship between cause and effect. (Griffin, n.d.)
If management can learn how to use and encourage both internal and external
communication practices more often, it will be very beneficial in helping to effectively
promote better ways to solve problems by clarifying the big picture. Essentially,
continuous feedback and response results in better understanding and improved
communication, resulting in a more unambiguous directed planning, intelligent design,
useful products, and necessary services. (Griffin, n.d.)
Conclusion
Every company has their own unique culture and values, but a positive culture
and value has greater influence on productivity and engagement of employees. It’s
important that these are communicated, but effective communication is what promotes
the smooth running of the company on a daily basis, involving the interactions that
happen internally as well as externally in determining the success or failure of the
company as a whole. Being intentional about culture and communication closes a lot of
gaps in an organization and creates a greater work environment.
Conclusively, communication is important in an organization in ensuring proper
direction and delegation of duties and tasks. If there are proper mechanisms of
communication in place, management can easily and readily be more approachable,
enhancing productivity in employees. Furthermore, employees should also be allowed to
be creative while at work in accomplishing their tasks, as this create more flexibility and
better results.
Likewise, management need to go out of their way more often in learning to
appreciate and show a more enthusiastic approach when recognizing their employee’s
effort in completing their tasks. This will, in effect, increase employee’s morale, lowers
employees’ retention rates, and overall create for a more fruitful outcome.
Correspondingly, if management can learn to listen more attentively as well as
accommodating in sharing the responsibility of their employees, their desire to go above
and beyond what they’re required to do will exceedingly benefit the overall bottom line
of the company.
For an organization it is important that management communicate their interest in
employee professional growth. This is important whether the professional growth is
within the organization or not. It is important to communicate this to display to the
employees the value they hold in the organization. While employees are clearly
communicated their value that they hold, this will help keep the employees happy and up
the production at the organization.
It is important to know an organization is an interdependent unit that depends on
the sharing and processing of information from its relevant environment. Thus, it is very
crucial that management implement and highly encourage the use of internal and external
communication practices. The ability to be flexible and versatile to updated messages that
is shared internally and externally can greatly help with the operations of that individual
department to run more smoothly alongside its counterpart. In the long-term, this will
result in a more highly efficient and effective procedure in how the organization will run.
Works Cited
Conner, C. (2014, September 11). 6 Ways To Increase Employee Morale And
Performance (Without Giving A Raise). Retrieved February 20, 2017, from
http://www.forbes.com/sites/cherylsnappconner/2014/09/11/6-ways-toincreaseemployee-morale-and-performance-without-giving-araise/2/#2f5e83284de3
Griffin, Dana. (n.d.). Open System Organizational Structure. Retrieved February 20,
2017, from http://smallbusiness.chron.com/open-system-organizational-structure432.html
YouEarnedIt. (2016, February 23). 10 Effective Techniques to Boost Employee Morale
Without Increasing Salaries. Retrieved February 20, 2017, from
http://youearnedit.com/blog/10-effective-techniques-to-boost-employeemoralewithout-increasing-salaries/
Zaremba, A.J. (2010). Organizational Communication (3rd ed.). New York: Oxford
University Press, Inc.
Appendix
Cultural Theory
I know the values of my organization.
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Strongly Agree
60%
Agree
27%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Management effectively communicates expectations
for our culture.
Strongly Agree
20%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Agree
33%
Disagree/Agree
(Undecided)
20%
Strongly Agree
Management encourages us to reflect our company
values.
Disagree
6%
Strongly Agree
27%
Strongly Disagree
Disagree/Agree
(Undecided)
27%
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Classical Theory
Management is available and willing to help me if I do
not understand my tasks.
Disagree/Agree
(Undecided)
7%
Strongly Disagree
Disagree
Strongly Agree
40%
Disagree/Agree (Undecided)
Agree
Agree
53%
Strongly Agree
I am never asked to perform duties outside of my defined
job description.
Strongly Agree
13%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
33%
Agree
Disagree/Agree
(Undecided)
27%
Strongly Agree
Managment does not encourage employees to come up
with creative ways to complete my tasks.
Strongly Agree
13%
Agree
13%
Strongly Disagree
Strongly Disagree
34%
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
13%
Disagree
27%
Human Relations Theory
Managment offers non-monetary incentives to reward
employees for a job well done.
Disagree/Agree
(Undecided)
13%
Agree
7%
Strongly
Agree
13%
Strongly
Disagree
13%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree
54%
Managment provides regular constructive feedback to
employees.
Disagree
20%
Strongly Disagree
Strongly Agree
33%
Disagree
Disagree/Agree (Undecided)
Disagree/Agree
(Undecided)
20%
Agree
27%
Agree
Strongly Agree
I feel comfortable sharing concerns with management.
Strongly Disagree
7%
Disagree
7%
Strongly Agree
33%
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Human Resources Theory
My manager provides opportunities to advance in my field.
Strongly Agree
13%
Strongly Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
27%
Agree
Disagree
13%
Disagree/Agree
(Undecided)
20%
Strongly Agree
My manager grants me time off work to attend professional
development training.
Disagree
7%
Disagree/Agree
(Undecided)
13%
Strongly Disagree
Disagree
Strongly Agree
47%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
33%
Management provides a communication platform for me to
discover new job openings within the organization.
Strongly Agree
13%
Strongly Disagree
20%
Strongly Disagree
Disagree
Disagree
20%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Disagree/Agree
(Undecided)
7%
Management routinely provides performance reviews.
Strongly Disagree
20%
Strongly Disagree
Disagree
Disagree
7%
Strongly Agree
46%
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
7%
Agree
20%
Systems Theory
I can easily access the contact information of people in
other departments.
Agree
33%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Strongly Agree
67%
Agree
Strongly Agree
Management informs us of what is going on in other
departments.
Strongly Disagree
6%
Strongly Agree
27%
Disagree
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Disagree/Agree
(Undecided)
40%
I routinely work with resources outside of the company.
Strongly Agree
33%
Disagree/Agree
(Undecided)
27%
Strongly Disagree
Disagree
Disagree/Agree (Undecided)
Agree
Strongly Agree
Agree
40%
Question 1
Question 2
Question 3
Question 4
7%
33%
33%
27%
67%
93%
72%
67%
Apre strongly Agree
Agree Strongly Agree
Aee Strongly Agree
AgreeStrongly agree
Question 8
Question 5
Question 6
Question 7
13%
7%
27%
6% 7%
7% 7%
40%
27%
33%
46%
20%
40%
40%
4056
33%
7%
Gundecided
Disagree Undecided wApree Strongly Agree
Strongly Disagree Disagree Undedded Agree
Storage
gree Strony
Question 11
Dis gee Undecided ng Sangre
Question 12
Question 9
Question 10
13%
27%
27%
20%
40%
33%
40%
13%
40%
34%
33%
33%
47%
Disagree Undedded Agree Strongly Agree
Undedded AgreemStrongly Agree
Undecided Agree Strongly Agree
Question 15
Undecided Age Strong Agree
Question 16
Question 13
Question 14
7%
20%
77%
20%
40%
13%
33%
60%
80%
73%
33%
Undecided
Agree Strongly Agree
Strongly Digere
A
Styre
Disagree Agree Strongly Agree
Disagree Agree Strongly Agree
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