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1 Submitted December 6th, 2012 Communication Audit of Mortar Board Christi Kapinos Callee Early David Clipp Kasey Moore Devontia Talley

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Submitted December 6th, 2012

Communication Audit of

Mortar Board

Christi Kapinos

Callee Early

David Clipp

Kasey Moore

Devontia Talley

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Table of Contents

Executive Summary 3

Introduction 4-5

Organization Strengths 6-12

Opportunities for Improvement 13-19

Recommendations 20-23

Conclusion 24

References 25

Appendix 26-36

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EXECUTIVE SUMMARY Purpose

The purpose of the audit report is to recognize strengths and areas for improvement

through observations, interviews, and survey questions, all in hopes of reaching the highest

level of success for the organization. Mortar Board will benefit from the recommendations for-

mulated that concentrate on identified strengths and opportunities for improvement.

Strengths

Mortar Board has many strengths that are important in maintaining effective communi-

cation within this organization. Among these strengths, we found that the organization gets

tasks assigned and completed in a timely and efficient manner. There are appropriate levels of

communication between the executive board and advisor to the other members. The line of

communication is very well structured, starting with the advisor and moving down through the

executive board and then to committee heads and their respective members. The advisor is

viewed as a primary resource and go-to asset for members of the organization, especially when

it comes to amount of information.

Opportunities for Improvement The organization has various areas of improvement that we have recognized through

observations, interviews, and the survey. We noticed that there appears to be too much infor-

mation being relayed back and forth during meetings, prominently off-topic conversations and

distractions. Interviews revealed that members also feel that they rarely are heard and their

opinion is often disregarded. Members tend to follow the lead of the executive board and advi-

sor, so distractive and unprofessional behavior is mimicked. Personable relationships between

committees is minimal; committees stay within themselves. There is an impersonal quality of

relationships because all members come in new and don’t have the chance to get to know each

other very well.

Recommendations Based on the results gathered from the audit, we feel Mortar Board would benefit most

from improved relationship quality. We propose a retreat once the new members are chosen,

prior to the election process. Everest believes that an organizational retreat would promote a

more cohesive and successful team. Another recommendation to be implemented is a formal

communication system. We suggest a formal recognition policy to monitor who speaks and

regulate the line of communication. The third recommendation that Everest has developed is to

hold strong committee meetings. Committee heads would be more involved and in charge

within their designated committee members and take on new and regulatory responsibilities.

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INTRODUCTION

Purpose

Everest has performed a communication audit of Longwood University’s Mortar

Board during the fall semester of 2012. The primary purpose of the audit is to assist the or-

ganization in determining their particular strengths and working on areas of improvement so

that they may become a more unified and collaborative group.

Authorization

Authorization was given to Everest by Mortar Board to complete this communica-

tion audit during the fall semester of 2012. The contract of agreement in order to conduct the

audit was signed by the client on September 10th, 2012. After performing the audit with the

cooperation of Mortar Board, Everest will present the results of the audit on Thursday, De-

cember 6th, 2012 at 12:00pm.

Scope

Everest chose to focus on three aspects of communication when performing this au-

dit. We centered on relationships among the organization, adequacy of information, and the

various lines of communication flow. Through observations, interviews, and a survey, Ev-

erest evaluated every member of this organization including the advisor, executive mem-

bers, and general members. Improved relationship quality and group unification is what Ev-

erest hopes to accomplish through this audit process.

Research Methods

Through the communication audit, Everest gathered information through conducted

interviews, observations, and survey questions.

Observations

Observations were completed on September 24th, 2012 and October 1st, 2012 in the

Lankford Student Union, more specifically the ABC rooms. Everest conducted two different

observations, focusing primarily on verbal and nonverbal communication. Communication

patterns and behaviors of the organization were identified in a natural setting.

Surveys

Surveys were performed to determine particular models of communication within

the organization. There was an average of 65% of members who took the survey. The advi-

sor, executive members, and other members were asked to complete the survey that was cre-

ated and sent out by Everest’s survey coordinator. Participants were not selected individu-

ally, but the entire organization was asked to participate so that Everest could attain the

highest possible number of responses. (See Appendix B for a list of survey questions.)

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INTRODUCTION

Interviews

Interviews were conducted with different members of Mortar Board that fulfill vari-

ous positions throughout the organization. We selected the advisor, two executive board

members, one committee head, and one general member to be interviewed. Everest chose

these specific positions in order to get enough information and opinion from the levels

within the organization. We inquired about overall satisfaction with the organization, rela-

tionships, and the amount and types of information that relate to Mortar Board personally.

(See Appendix A for a list of interview questions.)

Limitations

There are always going to be limitations in a research process, and one limitation

was that not all members were interviewed during the interviewing process. Only five inter-

views were conducted, and that was a small portion of the whole organization. During the

interview process, there was one member that did not seem comfortable during their inter-

view and offered minimal feedback to questions asked.

Report Organization

Everest analyzed the communication functions of Mortar Board and identified the

strengths and areas for improvement within the organization. The goal of conducting this

audit is to improve the communication and function of Mortar Board in its duties and goals.

This report contains Mortar Board’s organizational strengths, areas for improvement, and

recommendations for growth.

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Information Adequacy: Information Effectively Being Distributed Within

Organization

For instance, if an organization needs to meet a deadline on the 15th, it would be unaccept-

able and not timely for the organization to give the members information necessary for com-

pleting their tasks on the 14th.

Information is received in a timely manner and Mortar Board members are happy with the

amount of guidance and direction received from the executive board and the advisor. There-

fore, Mortar Boards strengths lie within information load and timeliness These findings are

drawn from observations during meetings, interviews with members, and a survey given to

members.

In observations during meetings, Mortar Board members reviewed past meetings and future

deadlines to ensure that their objectives were met on time. Executive members stayed fo-

cused on the topic at hand and offered complete information for their committee members.

In interviews conducted with selected members, each spoke that deadlines were regularly

met and that there was never a lag in sending or receiving information. An ideal amount of

information is communicated during meetings.

“Every committee chairman speaks at every meeting, informing the committee of

what they need to know.”

“We have deadlines; we meet with exec. at 8:30 and meet with general members at

9; information/deadlines are relayed in a timely manner.”

In surveys, Mortar Board members reported that they were satisfied with the timeliness of

the functions within the organization. “Timeliness in which I receive the information needed

to do my job.” 1.43 is our average response rating, on the same scale as stated above. 65%

of members were satisfied with the time it took to receive information they needed. Overall,

96% of members were at least somewhat satisfied with the timeliness of receiving necessary

information.

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Information Adequacy: Information Effectively Being Distributed Within

Organization

It is apparent that the members of Mortar Board are satisfied with the load and timeliness of

the information received from other members. These are great aspects you all possess be-

cause when dealing with information adequacy, it is very important that the load a member

in an organization receives is optimal and that the member receives and sends information in

a timely manner.

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Directionality: Communicating With Different Levels Within Organization

Directionality is the construct used when explaining how an organization talks amongst its

members, with its superiors, and with its subordinates. These different methods of commu-

nication are known as downward communication (superior to subordinate), horizontal

(members amongst each other), and upward (subordinate to superior). “Horizontal commu-

nication which is communication between peers and coworkers, introduces flexibility into

an organization” (Papa et al, 2008). This is relevant to our findings because it is important

that Mortar Board’s members feel comfortable communicating with one another, regardless

of rank. Effective downward and upward communication occurs when members are com-

fortable with their leaders.

Mortar Board members are very satisfied with the communication in terms of upward and

downward. There is a strong level of comfort when speaking with superiors or speaking

down to subordinates. This not only relates to directionality, but relationship quality as well

(to be discussed later).

From observations, it was noted that the executive board and advisor had great control over

the meetings and that the other members were attentive and respectful when superiors

spoke. This shows that the executive board is effective when communicating to everyone

else.

During interviews, the members stressed that the communication between superiors and

subordinates was stellar. The members stated that since the organization was effective dur-

ing meetings, the communication followed in its effectiveness.

“It’s organized because it has a set order: advisor to exec. to committee heads to

general members.”

“Everyone communicates well no matter there position and that’s why it is so

good.”

From the surveys distributed, members were satisfied with the way their superiors commu-

nicated with them. “I am satisfied with the amount of upward communication I receive.”

1.86 is our average response rating for this question; it is closest to 1, which represents satis-

fied. This continues the theme of effective downward and upward communication and

shows that the Mortar Board members value the communication they experience.

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Directionality: Communicating With Different Levels Within Organization

Gathering from these results, Mortar Board members communicate very well in terms of

upward and downward communication methods. This is a strength that this organization

has because when superiors and subordinates can communicate comfortably and effectively,

essentially all tasks can be understood and completed.

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Relationship Quality: Strengths and Weaknesses in Relationships

According to Sias (2005), “Superior-subordinate relationships serve as a channel for infor-

mation to transfer, as well as a place to grow and learn with the support of a superior. This

type of relationship impacts the decision of employees to display their opposition or dis-

agreement.” It is important for a superior to be relatable with their subordinates not only so

that their relationship has a higher quality, but also so that the subordinates can feel comfort-

able approaching their superior. Organizations that have strong relationships across levels

have a high level of productivity and employee satisfaction. In terms of everyone function-

ing well together, teamwork makes the dream work.

The unit as a whole works well with their advisor and executive board. The relationship that

the advisor has with all of Mortar Board members is one of respect and guidance. The mem-

bers feel that their advisor is their best asset and share a strong bond with her.

In observations, it was seen that the organization works well as a whole. The committees

appeared to cooperate well with one another and all had great advice when reviewing one

another’s plans and goals for the future. Throughout the meeting, executive members would

give compliments or shout outs to certain members that had done a good job, which helps in

encouraging other members.

In the interviews conducted, members unanimously agreed that the advisor was personable

and easy to talk to. She acts as a mentor and leader for the entire organization. Another

member explained. The relationships within an organization help the organization function

well.

“Sully is one of our best assets; she is always there. She helps us make the agenda.”

“One of the exec. members has a strong personality and most everyone feels com-

fortable talking with them.”

Drawing from the survey conducted, Mortar Board members agree that they can trust their

advisor, their advisor is honest with them, and they can tell their advisor when something

goes wrong. This shows that the advisor plays a large role in the life of the organization and

acts as a catalyst to keep the organization going.

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Relationship Quality: Strengths and Weaknesses in Relationships

Mortar Board has great relationships within the organization and especially with their advi-

sor. These relationships are a plus to Mortar Board because when an organization has posi-

tive relationships within, their functionality increases because the group is happy. When an

organization is happy with one another, they are more likely to be honest and just when

dealing with their basic duties and accomplishing goals.

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Adequacy of Information: Information Effectively Being Distributed Within

Organization

Adequacy of Information can be defined as information being received by organizational

members effectively. It is composed of three components: load, timeliness, and type of in-

formation. According to Downs & Adrian (2004), load refers to the frequency and amount

of communication that takes place. Underload occurs when people think they need or could

use more information. Overload occurs when people have more information than they can

possibly process (p.52-53). Type of information refers to communicating relevant informa-

tion to the appropriate organizational member.

It was discovered through observations, interviews, and surveys that organizational

members give an overload of information to each other. The majority of members also feel

as though they receive an underload of information from the committee.

During observations it was revealed that general members give an overload of informa-

tion to each other. There is not lot of structure in meetings due to side talk and interjections,

causing numerous amounts of information to be distributed from member to member. Or-

ganizational members sometimes do not speak specifically about the organization resulting,

therefore getting off topic; resulting in an ineffective type of information being dispersed.

In the interview process it was concluded that the organization has difficulty with the

amount of information discussed during meetings. Due to the fact that the organization is

composed of forty members, the majority of members felt that there are a lot of opinions;

which make it difficult to make everyone happy. This results in an underload of information

because they did not always voice their opinions.

-“There are too many cooks in the kitchen”.

- “Sometimes I don’t feel like my opinion matters”

In the surveys it was concluded that not all of the organizational members felt that

they received enough information regarding specific problems faced by the executive board.

3.04 is the average rating for this question; this number is closest to 4 on our scale, which

represents “very great”. Overall, Mortar Board members feel they receive some information

regarding specific problems faced by the executive board. On average, 45% of members re-

ceive little amounts of information regarding specific problems faced by the executive

board.

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Adequacy of Information: Information Effectively Being Distributed Within

Organization

This information is important because the quality of information can affect the per-

formance and satisfaction of the organization. According to the communication professor,

Patricia M. Sias experiment results, “the quality of information employees received from

their supervisors and co-workers was positively related to their job satisfaction and commit-

ment to the organization” This gives insight on how to help establish Mortar Boards mis-

sion, “to form a national society whose purpose shall be to facilitate cooperation among

these societies, to contribute to the self-awareness of its members, [and] to promote equal

opportunities among all peoples.”

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Directionality: Communicating With Different Levels Within Organization

Directionality can be defined as the construct used when explaining how an organization

talks amongst its members, with its superiors, and with its subordinates. These different

methods of communication are known as downward communication (superior to subordi-

nate), horizontal (members amongst each other), and upward (subordinate to superior).

“Horizontal communication which is communication between peers and coworkers, intro-

duces flexibility into an organization” (Papa et al, 2008).

Some members are not attentive during meetings when the executive members and gen-

eral members are speaking. Some executive members get distracted by technology when

general members are speaking at meetings. Committees do not communicate well with each

other to resolve problems.

During observations it was examined that general members as well as committee mem-

bers are not as attentive when a non-executive member is speaking .This weakens the hori-

zontal communication between members. When committee heads speak, they are not given

much attention affecting upward communication.

In the interview process it was concluded that the organization would benefit from more

communication between members and peers as opposed to just communicating to superiors.

The majority of members felt that whoever speaks up the most receives the most say in

meetings. It was concluded that the organization would benefit from more communication

between members and peers as opposed to just communicating to superiors. The majority of

members felt that whoever speaks up the most receives the most say in meetings. Utilizing

the time more effectively in meetings could improve the horizontal communication.

-“Some committees don’t communicate well between each other in order to get is-

sues settled.”

- “There are quick committee meetings after the Mortar Board meetings, but they

should be more effective considering the amount of time they have.”

During survey process it was concluded that the majority of members were not satisfied

with the extent to which they thought their opinion mattered within horizontal communica-

tion. 2.41 is the average response rating for this survey question; it is closest to 4 which

represents dissatisfaction. On average, 48% of members were satisfied with the extent to

which their opinion matters within horizontal communication.

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Directionality: Communicating With Different Levels Within Organization

It is important that Mortar Board’s members feel comfortable communicating with one

another, regardless of rank. Effective downward and upward communication occurs when

members are comfortable with their leaders. According to communication studies research-

ers, Downs and Adrian, "Many people remain with a particular organization because they

enjoy interactions with the people who work there."This gives insight on how positive inter-

actions within an organization can benefit directionality in an organization as well.

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Relationship Quality: Strengths and Weaknesses in Relationships

Relationship quality can be defined as strengths and weaknesses in relationships within

an organization. According to Sias (2005), “Superior-subordinate relationships serve as a

channel for information to transfer, as well as a place to grow and learn with the support of a

superior. This type of relationship impacts the decision of employees to display their opposi-

tion or disagreement.” It is important for a superior to be relatable with their subordinates

not only so that their relationship has a higher quality, but also so that the subordinates can

feel comfortable approaching their superior.

There is not a lot of communication distributed between all members on a social level. It

is hard to get to know everyone due to the large number of members and lack of time. Some

members don’t feel comfortable speaking up and some member do not feel comfortable dis-

agreeing with their advisor.

During observations it examined that committees stay within their own committees and

don’t really get to know other people well. Executive members sit at the front of the room

and seem to be a separate part of the group. The separation appears to divide the group and

weaken relationship quality.

In the interview process it was concluded that the organization could improve on relation-

ship between the members themselves. Improving relationship quality could make members

feel more comfortable to voice their opinions. The majority members felt that the amount of

people in the organization make is hard to get to know the organizational members in a per-

sonal level.

-“Some people don’t like to speak up about whether or not they like an event mostly

because they are worried about hurting another committee’s feelings.”

According to the survey not all organizational members feel comfortable disagreeing

with their advisor. 2.18 is our average response rating for this question; it is close to 4,

which represents disagree. On average 35% of members feel comfortable disagreeing with

the advisor.

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Relationship Quality: Strengths and Weaknesses in Relationships

Organizations that have strong relationships across levels have a high level of productiv-

ity and employee satisfaction. According to Jeffrey W. Kassing, an Assistant Professor in

the Department, “subordinates who perceived having high-quality relationships with their

supervisors reported using significantly more articulated dissent than subordinates who per-

ceived having low-quality relationships with their supervisors.”We can distinguish whether

there is a high-quality or low-quality relationship based on the amount of input and opinions

that people are willing to share, even if they are opposing. This also gives insight to the ef-

fect that high-quality supervisor relationships can have on organizations.

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Recommendations

The following recommendations suggested by Everest are intended to improve com-

munication and offer ideas to help promote growth within Mortar Board. Our recommenda-

tions are based on observations, interviews and survey results gathered from this audit. Ev-

erest’s recommendations are not intended to be prescriptive, but instead should be viewed as

an outline for improving communication.

Retreat

Through our results, Everest feels this organization would benefit from improved

relationship quality. Members expressed in interviews that they do not get to know each

other on a personal level before elections. This makes the election process difficult because

members are unsure of other member’s strengths and weaknesses. Based on observations,

this unfamiliarity continues throughout most of their time in the organization, with a few

exceptions. Members also expressed that this lack of familiarity creates a dysfunctional unit-

to-unit relationship with committees. In order to combat these issues, our recommendation

is for this organization to partake in a retreat. This retreat would take place once the new

members are chosen but before the elections. Based on the flexibility of the members, this

event could last from one day to an entire weekend. The location of this retreat could possi-

bly take place at Longwood University’s rope course. We suggest the low ropes course be-

cause the course offers team building, leadership, and fellowship activities. This will bene-

fit Mortar Board because it will allow the new members to learn each other’s strengths and

weaknesses as leaders as well as allow them to get to know each other better. The cost of

the course is $5 per person for a two to three hour session. The use of ice breakers and team

building activities would foster communication and eventually relationships among mem-

bers. According to Downs and Adrian, “...Relationships are among the most important

communication phenomena to be audited,” and as such deserve special attention. The rela-

tionship climate in any organization will determine who is happy and stays a member of that

organization. It affects everyone’s productivity, satisfaction, and comfort ability. If this

group utilized a retreat, their relationships would improve and ultimately create a more co-

hesive and successful team.

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Recommendations

The following recommendations suggested by Everest are intended to improve com-

munication and offer ideas to help promote growth within Mortar Board. Our recommenda-

tions are based on observations, interviews and survey results gathered from this audit. Ev-

erest’s recommendations are not intended to be prescriptive, but instead should be viewed as

an outline for improving communication.

Formal Parliamentarian Procedure

In order to enhance effectiveness during Mortar Board’s weekly meetings, Everest

recommends that there be a more effective structure of meetings. One specific recommenda-

tion is that the executive board members implement a more formal parliamentarian proce-

dure during Mortar Board meetings. Through observations there seems to be too much in-

formation exchange occurring between members during these formal meetings. Everest wit-

nessed a reoccurring issue where members continually interjected and interrupted conversa-

tion while others were speaking. When this occurs, it is difficult for meetings to run

smoothly. It also makes speaking and voicing opinions challenging for all members. During

one interview, a Mortar Board member stated that there are often “too many cooks in the

kitchen” and “at times too many opinions”. When there are too many opinions being dis-

cussed, this can create confusion within an organization and sometimes even an uncomfort-

able working environment. Everest recommends that in order to eliminate the issue, the ex-

ecutive board should apply a more formal flow of communication. One way to implement a

more formal flow of communication would be to practice Robert’s Rule of Order. This type

of parliamentarian procedure may seem extreme, however Mortar Board would be able to

customize the rules in order to best fit the organization. Robert’s Rules of Order suggest

that in order to speak or voice opinion during meetings, members should raise their hand

until called on by the President. This will ensure that the meetings are productive and stay

on track to reach the highest level of efficiency.

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Recommendations

The following recommendations suggested by Everest are intended to improve com-

munication and offer ideas to help promote growth within Mortar Board. Our recommenda-

tions are based on observations, interviews and survey results gathered from this audit. Ev-

erest’s recommendations are not intended to be prescriptive, but instead should be viewed as

an outline for improving communication.

Effective Committee Meetings

Based on results collected from member interviews, Mortar Board would benefit if

committee meetings held after formal Mortar Board meetings were effective and function-

ing. According to one interview, a member stated that “There are quick committee meetings

after the Mortar Board meetings, but they should be more effective considering the amount

of time they have.” Everest suggests that in order to hold effective committee meetings,

committee heads should exercise the following: work hard during the designated time, be

sure to ask for and listen to all committee members’ opinions and lastly, inform committee

members about information regarding the committee. Everest recommends that during the

designated time for committee meetings, committee heads should always stay on topic, get

as much work done as possible, and discuss important issues faced by the committee.

In another interview, a Mortar Board member stated that “sometimes committee

members feel like their opinions don’t matter,” In order to fix this issue, committee heads

should to listen to all of their committee members and take their opinions into account when

making decisions concerning their committee. Also, committee heads should be sure to in-

form their members about all information regarding the committee. According to Jiaying &

Schiller (2010) “Several studies have emphasized the importance of open communication

between superiors and subordinates, thereby indicating that the free and open environment

for communication establishes a constructive relationship between the superior and subordi-

nate, which in turn increases job satisfaction and overall job success”. By sharing more in-

formation with committee members and creating a more open communication environment,

members will feel more important within the organization and may be willing to get more

involved.

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SUMMARY

Everest acknowledges that Mortar Board has many strengths that are currently guid-

ing the organization and being utilized effectively. The main strengths we found dealt with

effective use of timeliness and the amount of information given and received. Mortar Board

should continue to maintain these strengths as they move forward in the organization. With

that in mind, Everest has also discovered areas that could benefit from various levels of im-

provement.

After reviewing areas that need to be addressed, Everest has compiled several rec-

ommendations that we feel will better Mortar Board as a whole. Although some recommen-

dations, such as raising hands before speaking may seem trivial, sometimes recalling the ba-

sics is what helps any organization run more smoothly. Focusing on the intended recom-

mendations will allow members to improve the formal structure and organizational environ-

ment. We realize that implementing any changes will take time and patience among all

members of this organization. However, we believe that by utilizing their hard work and

dedication Mortar Board will succeed in turning these areas for improvement into strengths.

Mortar Board is a respectable and dedicated organization. Therefore, Everest feels

that the organization will consider our recommendations and utilize them in order to reach

its full potential and continue to grow.

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WORKS CITED

Downs, C. W., & Adrian, A. D. (2004). Assessing organizational communication: Strategic

audits. New York, NY: The Guilford Press.

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medium (F2F and IM) and culture (U.S. and China). Journal of Global Information

Technology Management, 13(2), 37-75. Retrieved from http://www.uncg.edu/bae/jgitm/

Papa, M. J., Daniels, T. D., & Spiker, B. K. (2008). Organizational communication perspectives

and trends. Thousand Oaks, California: Sage Publications Inc.

Sias, Patricia M. (2005). Workplace relationship quality and employee information experi-

ences. Communication Studies, 56, 375-395. Doi: 10.1080/10510970500319450.

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APPENDIX A

Complete List of Interview Questions:

1. Identify name and position of the interviewee.

2. Describe your position in the organization.

3. What are the major communication strengths of the organization? Be specific.

4. What are the major communication weaknesses of the organization? Be specific.

5. If you were to advise me as to what to look for to get the greatest insight into this organiza-

tion, what would that be?

6. Describe the chain of command in this organization and how it operates.

7. What do you see as the greatest unresolved problem of this organization?

8. When conflict occurs, how is it resolved? What normally causes conflict here? Give exam-

ples.

9. In terms of downward communication, to what extent do you share complete information

with other members?

10. What happens when you send upward communication to your:

11. What would you like to see done to improve communication here?

12. How would you evaluate your advisor as a communicator?

13. How timely is the information exchanged between members and committees?

a. What, if anything, could be done to alleviate any particular problems in this

regard?

14. How much input do you have in decisions made by the executive board?

15. What motivates people in the organization now?

a. What are their principal concerns?

b. How is the communication here relating to and perhaps satisfying these con-

cerns and needs?

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APPENDIX B

Complete List of Survey Questions:

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