5. Preface
For our project we are analysing the Accommodation Services Team of the
Accommodation Office Department, essentially the On-Campus Accommodation Team.
This Department is responsible for the effective management of all on-campus student
housing, overseeing the running and maintenance of all on-campus accommodation,
ensuring standards of cleanliness are met, and ensuring student satisfaction and value of
money are achieved.
7. First Meeting
Engages in a huge amount of Communication
• Coordinates with other branches of the
accommodation office and other University
Departments
• Respond to required maintenance, complaints or any
other issues that affect the running of the residences
Complex factors
Wide variety of academic, cultural, and language backgrounds
Internally
The team is dispersed across the university campus
Externally
Initial insights about the Department
8. Goals
Analyse the Department’s communication
INFORMATIONAL VIEW
Who
with whom?
?
What
channels?
What
circumstances?
How
often?
How
they feel?
CONSTITUTIVE VIEW
Structure Leadership Culture Power
(KOSCHMANN, M. 2012)
10. Responsible for managing their entire team,
Ensuring quality control in residences is carried out & that residences are properly maintained,
Responding to complaints,
Ensuring that student satisfaction is met,
Coordinating with other University Departments, such as Estates and Security.
Assisting the manager in achieving quality standards,
Providing a link between the supervisors and the manager,
Ensuring that administrative duties of the office carried out.
Responsible for the day-to-day cleaning,
Eg. mopping, vacuuming, etc.
Responsible for the day-to-day ground maintenance,
Eg. carrying out minor repairs, checking safety equipment, etc.
Organising a team of ground staff,
Monitoring to ensure cleanliness standards are met,
Liaise between managers, domestic staffs & porters, and Residential Life Team.
Organisation Chart
ASM
Domestics
AASM
Supervisors
Allocation Student Reception Senior Manager Off-Campus Team
Staff & Family
Housing
Project Manager
General Manager
Porters
ASM
Domestics
AASM
Supervisors
Porters
ASM
Domestics
AASM
Supervisors
Porters
ASM
Domestics
AASM
Supervisors
Porters
ASM
Domestics
AASM
Supervisors
Porters
ASM
Domestics
AASM
Supervisors
Porters
Roles & Responsibilities
12. Why and how we conducted interview
Method and Process
Identify Collaborate ConductBrainstorm
Why we chose
the method of
interview?
Interview
questions list
Cooperate with
our contact and
schedule
interviews
Interviewed
Tocil Team and
Claycroft Team
in parallel
How to Evaluate EIS [Online]. Available: http://www.evalued.bcu.ac.uk/tutorial/4c.htm.
14. Our Findings
Domestic Domestic Supervisor
“I wouldn’t ever talk
to [my ASM], I’d talk
to my supervisor.”
“Oh, yeah, I talk to
[my ASM] everyday.”
“There, I’m not their
supervisor, I’m their
friend”
Many different types of communication
15. 03
INFORMAL
Communication
SOCIAL
Communication
01
02
FORMAL
Communication
Supports and
facilitates
formal
communication
not strictly as
part of job
function
Not connected
with work and
usually takes
place outside
the workplace,
on social media
or at events
Communication
Type in the
Organisation
Spectrum of communication from very
functional work-related
to very much not work-related
communication
To try and understand this spectrum
and analyse it in a more meaningful
way,
we discretised it into types3
Part of job
function, using
proper
channels at all
times
16. Formal Communication
“I wouldn’t ever talk to [my ASM], I’d talk to my supervisor”
‣ Betweenness centrality
‣ Formalisation & Centralisation
‣ Mechanistic
‣ Organic
‣ Perspectives on efficiency
(JOHN, S. 2000), (HARDING, N., LEE, H. & FORD, J. 2014.), (BENTO DA SILVA, J.
2014)
17. “Oh, yeah, I talk to [my ASM] everyday”
Informal Communication
“On paper, all our communication
with [students] is through our
supervisor”
“I always tell them, if you've got any
problems, let me know”
STUDENTS
DOMESTIC
DOMESTIC
DOMESTIC
18. Social Communication
Tocil
Lots of social communication
• Social media like Facebook,
• Birthday and Christmas parties,
• Supervisors and domestics play bingo together once a month,
• Social communication is never about work.
Claycroft
Less social communication
• No birthday, Christmas parties, or events,
• Very little communication outside of work on
social media.
"I think it's an important
part of my job!“
"It's not appropriate"
“After I finish work I go straight home. I have
grandchildren and family is more important to me”
“There, I’m not their Supervisor, I’m their friend”
“We just socialise when we’re here at work”
21. Conclusion
Communication cannot all be considered from the same perspective
01
02
03Formal Communication
Informal Communication
Social Communication
22. What Did We Learn?
Leadership
Communication
Power
Culture
They are parts of one another
