Organizaitonal Evaluation



INTRODUCTION

All organizations are in way like machines. They consist of hundreds of working parts. In a machine, not all of these pieces always are working to the best of their ability. That is when the machines need to have an inspection to figure out a way to improve its productivity. This is exactly what an organizational communication system analysis does for an organization. The analysis examines the different members of the organization in the way that they fill roles, communicate with others, work together, etc… This semester, the organizational communication class, under the supervision of Dr. Karen Ru*censored*, split up and each individually performed an organizational communication system analysis for different organizations. My analysis is for Eastern Kentucky University chapter of Sigma Pi Fraternity. Before I began the profile, I first wanted to know about where the group came from.
Sigma Pi Fraternity is a male social fraternity that was founded on February 26, 1897 in Indiana, on the campus of Vincennes University. The group’s basic founding principle was to form an organization with moral strength. The fraternity continued to expand to other college campuses around the country, and approximately eighty-one years later, on April 22, 1978, it found a home for a chapter at Eastern Kentucky University. With this information in my possession, my next step was to collect my information.
To collect the information, I attended two their meetings. Since Eastern Kentucky University does not allow fraternities to have houses, the organization meets in a large classroom on the second floor of the Comb’s building. The size of the room chosen told me their approximate size. As the members entered the room, I noticed that they were all dressed in slacks, shirts, and ties. This, along with the setup of the room lead me to believe that their fraternity held their meetings in a formal manner.
At the beginning of each of the meetings, questionnaires, and instruments, were conducted of the ten members of Sigma Pi who made up their Executive council. This council, is a group of elected members of the fraternity who govern over their chapter in all of its actions.
The different instruments used to obtain the information needed to produce the organizational communication systems analysis were four separate pieces. They consisted of a communication climate inventory, an organizational communication profile, a communication satisfaction questionnaire, and a network analysis. All of the data collected from these four sections provides a complete systems analysis; reporting results found, and recommendations of improvement for Sigma Pi Fraternity.
CCI (COMMUNICATION CLIMATE INVENTORY
The first of the instruments administered was the CCI (Communication Climate Inventory). The process of measuring an organization’s communication climate entails discovering the perceptions of the organization’s members about the status of communication effects. This can be measured by using the (CCI) instrument. The following are the results from the CCI administered to Sigma Pi.
When using a CCI instrument, there are six major factors that affect an organization’s communication climate. Here is a brief discussion of each:
1. Trust – Personnel at all levels should make every effort to develop and maintain relationships where trust, confidence, and credibility are sustained by statement and act.
2. Participative Decision Making – Employees at all levels in the organization should be communicated to and consulted with on all issues in all areas of organization policy relevant to their positions. Employees at all levels should be provided with avenues of communication and consultation with management levels above theirs for the purpose of participating in decision-making and goal-setting processes.
3. Supportiveness – A general atmosphere of candor and frankness should pervade relationships in the organization, with employees being able to say: what’s on their minds” regardless of whether they are talking to peers, subordinates, or superiors.
4. Openness in Downward Communication – Except for necessary security information, members of the organization should have relatively easy access to information that relates directly to their immediate jobs, that affects their abilities to coordinate their work with that of other people or departments, and that deals broadly with the company, its organization, leaders, and plans.
5. Listening in Upward Communication – Personnel at each level in the organization should listen continuously and with open minds to suggestions or reports of problems made by personnel at each subordinate level in the organization. Information from