Organization Research Discussion

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Question Description

You only need to do the classic theory and system theory. 2 pages for this research. you can read conceptions about this two theory. I also provide example paper. Please do this essay as same as example paper. The picture means the data for each questions from the survey. It will make this essay easier.

Organization Research Discussion
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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%

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Student’s Name
Professor’s Name
Course
Date
Classical Theory
Research Question: Does the company effectively communicate what is expected of their
employees in terms of their job description?
Results
In the survey, the respondents were asked whether or not the management availed
itself to clarify matters about employee duties. This question aimed at identifying whether or
not the employees could seek and access help in understanding their job requirements. The
responses provided by the respondents were that a majority of 67% agreed while the
remaining percentage of 33% all strongly agreed that the management was fully available
and accessible to clarify any issues that arose regarding the definition of task performance.
The results totaled revealed that all employees were fully aware that they could always seek
clarification from the management whenever they needed it.
While asked on whether the management never required them to fulfill duties that
were outside their predefined job description, 40% strongly agreed, 7% agreed, 40% were
undecided, and a minority of 13% disagreed to never being asked to perform a duty that was
not part of their original job description. Based on the responses provided on this survey
question, it is evident that a majority of 47% had never, at one time or another been requested
to attend to company business that was not necessarily part of their day-to-day task
assignment. 40% were not sure on whether or not it had ever been required of them to help
out maybe in another department or another area outside their official work stations and only
13% affirmed that they had been expected to perform tasks that were not part of their day-today routine tasks.
The final question that was asked in this category of the survey was whether the
management did not encourage its employees to generate new ways on how they could
complete their tasks. On this, 33% of the respondents strongly disagreed, another 33%
opposed, 27% o...

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