Transcript Tyrone Org Results

Tyrone Manufacturing
Company.
Management Survey
Tom Mitchell & Aron Thune
Overview
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•
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Respondents
Survey
Results of Survey
Summary of Findings
Respondents
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Total 70 of 83 Managers (85 %)
New Jersey
34
Elkton
33
Other locations
3
Managers’ Tenure
Years Worked (N=70)
50
40
41
30
Frequency
20
14
10
9
6
0
< 1yr
Years Worked
1-5
5-10
> 10 yrs
Survey (total 99 items)
• Communication with
– Other Managers (25)
– Associates (25)
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•
•
•
Organizational Frustration (23)
Role Ambiguity (5)
Role Conflict (6)
Job Related Tension (15)
Comments Offered
• 55 comments from 27 respondents
• 5 content categories
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Communication
Silo Mentality
Leadership
Recommendations
Work
Survey Findings from:
• Communication with
– Other Managers
– Associates
Who initiates with other mgrs?
70% equally
60
50
48
40
30
20
21
Count
10
0
You
We initiate communic
Other TMC managers
Who innitiates
One on one…who listens most?
72% About same
Who listens
60
50
50
40
30
Frequency
20
14
10
3
0
I do almost all
About the same
I do most
Others do most
Other mgrs understand my viewpoint?
70% usually/always
Understands viewpoint
50
45
40
30
20
Frequency
18
10
0
4
3
Almost never
Sometimes
Usually
Alw ays
Provide relevant information to other mgrs
Relevant information I provide
40
40% a lot
46% some
30
31
27
20
Frequency
10
10
0
a lot
some
little or no
“There isn't a consistent mechanism for middle managers to
receive information. I think these things are discussed at upper
levels but don't get communicated down.”
Others mgrs consult with me before making a
commitment…
• 60 %
• 20%
Most or all the time
Almost never
Consult before commitment
30
27
20
16
Frequency
10
13
12
0
Almost alw ays
Sometimes
Most of the time
Almost never
Associates used as intermediaries to deal with conflict
• 40 % Occasionally / frequently
• 60 % Rarely / Never !!
Associates as intermediaries
40
33
30
20
21
Frequency
10
9
6
0
Frequently
Occasionally
Rarely
Never
…feel put in middle of conflict between two other mgrs
• 45 %
• 50%
Occasionally / frequently
Almost never
Put in the middle
40
30
31
27
20
Frequency
10
9
0
3
Frequently
Occasionally
Rarely
Never
After being denied…go over my head
• 8% frequently
• 40% occasionally
• 52% rarely / never
Go over my head
30
26
25
20
Frequency
10
11
6
0
Frequently
Occasionally
Rarely
Never
Other mgrs …work with me in an open and honest way
• 60% frequently
• 9% rarely
Work openly and honestly
50
40
41
30
23
Frequency
20
10
6
0
Frequently
Occasionally
Rarely
Prompt return of phone calls
80% few hours / same day
Return calls
40
34
30
20
20
13
Frequency
10
3
0
Few hours
Same day
Next w orkday
Few days
Quality of Interactions
•
•
•
•
•
•
•
•
Hostile………………..Friendly
Adversarial………….. Cooperative
Guarded (closed)….….Frank (open)
One way………….…..Two way
Unproductive……..…..Productive
Blaming ………………Problem solving
Ambiguous……………Clear
Silo……………………Team mentality
Communication with other mgrs
Comm with other mgrs
5.0
4.5
4.0
3.5
4.1
3.8
3.6
3.8
3.7
3.7
3.6
3.3
3.0
2.5
2.0
1.5
am
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ay
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w
Interactions
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Fr
1.0
Manager Interactions
84 % (4 &5)
Hostile - Friendly
50
40
38
30
20
Frequency
20
10
7
4
0
2
Hostile
3
4
Friendly
5
Manager Interactions
50 % (4 &5)
Silo - Team
30
27
20
19
Frequency
10
9
8
6
0
1
Silo Mentality
2
3
4
5
Team Mentality
“TMC has given way to a partisan mentality of ‘My Business
Unit at all costs – I can’t be concerned with yours’.”
Asked: Why mgrs don’t involve other mgrs
with problems they have
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Have enough expertise themselves
Mgrs are overly confident in their abilities
Don’t know capabilities of others
Don’t respect the capabilities of others
Bosses discourage them seeking help
Don’t feel comfortable asking for help
Don't seek help because...
5.0
4.0
3.5
3.0
2.7
2.5
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1.0
2.8
3.0
2.9
2.0
Why they don’t involve other mgrs
because…
• Don’t know their capability
– 50% Agreed
• Don’t respect their capability
– 41% Agreed
• Don’t feel comfortable asking them for help
– 45% Agreed
Summary of Mgr to Mgr
Communication…
• Positive findings:
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–
–
–
–
–
Initiate communication equally
Listen well to one another
Responsive to each other
Understand one another
Friendly and get along well
Open and honest with each other
Summary of Mgr to Mgr
Communication…(cont)
• Need improvement in…
– Confronting others directly
• Avoid end runs and using intermediaries
• Consult and share information more
• Move more from silo to team approach
• Seek other’s input and opinions before deciding
• Learn more about others’ capabilities
Recommend
• Establish structured mechanisms for:
– sharing information and
– seeking others’ input
• Develop more of a cross-functional team approach
• Learn to confront each other amicably
• Using problem solving strategy / not emotional response
• Learn to ask for input
• Even when certain / explore other options
• Learn to feel comfortable disclosing uncertainty
Survey Findings from:
• Communication with
– Other Managers
– Associates
Communication
Managers v. Associates
• Similar on all questions but:
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–
–
–
…Having viewpoint understood
…Working in open and honest way
…Involvement of others in problems
…Quality of interactions
“…viewpoint understood by…”
“… usually, always”
…Other Managers
…Associates
70%
91%
“…work in open and honest way”
“…frequently ”
• Among managers
• With associates
60%
86 %
– “The associates at TMC try to work together to
achieve what are perceived to be the most
important goals.”
“… Less likely to involve other
managers as opposed to associates”
• Because they…
– Don’t know their capabilities
– Don’t respect their capabilities
– Don’t feel comfortable asking them for help
Quality of interactions
… with other TMC mgrs v. Associates
• No difference on
– Hostile…………………Friendly
• Associates viewed more favorably on:
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Adversarial…………….Cooperative
Guarded (closed)………Frank (open)
One way……………….Two way
Unproductive…………..Productive
Blaming ……………….Problem solving
Ambiguous…………….Clear
Silo…………………….Team mentality
Summary:
Other Managers v. Associates on
Communication
• Equally friendly to both mgrs and associates
• Less likely to involve other managers than their
associates
• Less confident in capabilities of other managers
compared to confidence in associates
• Less comfortable involving other managers than
their associates
TMC Work Environment Scales
• Organizational Frustration (23)
• (Spector, ‘75)
• Role Ambiguity (5)
• (Rizzo, House, Lirtzman, ‘70)
• Role Conflict (6)
• (Rizzo, House, Lirtzman, ‘70)
• Job Related Tension (15)
• (Kahn, Wolfe, Quinn & Snoek, ’64)
Org Frustration
Frustration Level
5.0
4.5
4.0
3.5
3.4
3.0
3.3
3.2
2.5
2.0
1.9
1.9
1.5
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In
1.0
1.6
Highest frustration
• Some are incompetent
– 52%
Agree/Strongly Agree
• Run ragged…
– 55%
Agree/Strongly Agree
• Too much work…
– 47%
Agree/Strongly Agree
Lowest Frustration
• Supervisor trusts me
– 88%
Agree/Strongly Agree
• Job is not boring
– 92%
Agree/Strongly Agree
• Work is worthwhile
– 92% Agree/Strongly Agree
– “Overall, I am very satisfied with the type of
work I do.”
Role Ambiguity
Percent unclear on…
24% “Authority I have”
19% “Goals and objectives for my job”
16% “What’s expected of me”
10% “How to divide my time”
8% “My responsibilities”
Role Conflict
• Percent agree/agree strongly that…
• 40% Do something accepted by one but not others
– “…projects get slowed down because one department
feels it should be done differently, but never gives input
until the final review.”
• 30% Receive assignments
– without adequate manpower and resources
• 27% Receive incompatible requests
Role Conflict
Most is probably due to lack of close
communication among managers
• Mgr interactions and
• Mgr involvement
Job Tension
Is…a person’s Adverse physical or emotional
reactions caused by work related factors
Such as…
•
Role conflict / Role ambiguity
•
Work overload
•
Interpersonal conflict
•
Perceived control over decisions
(autonomy/participative)
Salient Tension Items
• Percent …often/nearly all the time
– 34 % …job interferes with family life
– 20 % …not knowing promo/advancement
opportunities
– 13 % …not enough authority to carry out
responsibilities
Causes for Tension
• Largest contributor:
– Organizational frustration
• Some are incompetent
• Run ragged…
• Too much work…
• Other factors that contribute:
– Role Conflict (indirectly)
– Role Ambiguity (indirectly)
– Mgr w/ Mgr and Mgr w/ Assoc interactions
Causal path
Mgr Interaction
Mgr Involvement
Role Conflict
Frustration
Job Tension
Conclusions
• Common climate for NJ & Elkton
• Communication (among managers)
– Generally quite favorable
• Mgrs communicate well, understand one another
• Open and honest, and friendly
• Improvements needed
– Use positive confrontation more often
• Sharing / asking for others’ input
– (as they do with associates)
Conclusions (cont’)
Job Tension
…Moderate level stemming from…
• Frustration
– Perceived incompetence of some others
– High work demand
• Role Conflict
– Lack of coordination and sharing
Recommendations
• Develop action plans to
– Increase meaningful interaction among managers on
job related issues
– Encourage mgrs to solicit fellow managers’ input and
share ideas
– Assist mgrs in how to better communicate to higher
management their
• Resource needs and
• Constraints on meeting objectives