2. SECTION I: ORGANIZATION OVERVIEW
TITLE
Port Nelson
HISTORY
Port Nelson has welcomed visitors and commercial operators to Nelson for over 170 years.
Jointly owned by the Nelson City Council and the Tasman District Council, it operates the largest
fishing port in Australasia and is a key stakeholder in the region’s continued growth and
prosperity. In 2012-2013, Port Nelson saw 730 vessel visits and handled 2.6 million tonnes of
cargo.
PRIMARY PRODUCTS/SERVICES
Foresty. Exporting logs to North Asia, Southern China, and the Middle East.
Fishing. Nelson is home to two-thirds of the fish processing companies in New Zealand.
Fruit. Nelson is the second largest apple growing region in New Zealand.
NUMBER OF EMPLOYEES
229
JOB TITLES
Chief Executive Officer
Employee Relations Manager
Infrastructure Manager
Chief Financial Officer
Environmental Officer
Business Systems Analyst
Storeman
Operation Systems Administrator
Line Handler
Stevedore
+ Logistics, Marine, Corporate, Workshop, Casual
LOCATION
On-site at Port Nelson – Nelson, New Zealand
3. INTERVIEWED FOR AUDIT
Chris Growcott – Storeman, Interviewed 15/04/2014
Daryl Wehner – Chief Financial Officer, Interviewed 16/04/2014
Hayden Grainger – Operation Systems Administrator Interviewed 17/04/14
Thomas Marchant – Environmental Officer, Interviewed 17/04/14
MATERIALS REVIEWED
Annual Report 2013
Biannual Report to Shareholders (January 2014)
Statement of Corporate Intent (1 July 2013 – 30 June 2014)
“Vision” document
“Aspire” document
Mission statement
Communication throughput diagram
“Toolbox” weekly meeting notes (7 April, 2014)
“Behind the Scenes at Port Nelson” article in February 2014 edition of Wild Tomato
*see appendix for copies of materials reviewed
FACILITIES TOURED
Administration Building & Offices
Main Gatehouse
Main Wharf
4. SECTION II: ORGANIZATIONAL COMMUNICATION ANALYSIS
INTRODUCTION
In April 2014, Port Nelson commissioned an independent communication audit to assess
communication throughput in the organization and how it may be enhanced.
This audit focuses primarily on internal communication - assessing current communication
practices and whether they meet the organization’s and employees’ expectations, needs, and
where improvements can be made with available resources.
METHODOLOGY
As a two-part process, the audit involved a research and information collection phase, followed
by an analysis phase.
The research phase of the audit involved:
Collecting and reviewing current communication tactics in deliverable formats such as:
o 2013 Port Nelson Annual Report
o July 2013 – June 2014 Statement of Corporate Intent
o Bi-annual Report to Shareholders
o “Vision” document
o “Aspire” document
o Weekly “Toolbox”
o Port Nelson website (www.portnelson.co.nz)
o Diagramof Communication Connections
Conducting one-on-one interviews with four Port Nelson employees.
Selected from different management brackets of the organization, this cross-analysis allows for
multiple stakeholder groups to be represented and offer the most accurate assessment.
Questions asked are enclosed at the end of the report and were written to be open-ended and
encourage honest, insightful answers. Terms of the audit stated an agreement to
confidentiality – no employees will be named accordingly and any direct quotes in the
assessment will be phrased in quotation marks. All individuals interviewed expressed a
willingness to participate and were keen to help Port Nelson improve communications.
The analysis phase involved examination of these tactics and interview answers to identify
recurring themes, efficiency of communication channels, and overall organizational
communication effectiveness.
5. EXECUTIVE SUMMARY
As a whole, Port Nelson is committed to communicating.
The sheer volume of deliverable communication tactics and eagerness to undergo an audit
show a genuine pursuit and value of effective communication. All participants interviewed
acknowledged Port Nelson as a good place to work, feel valued, and consistently noted the
comprehensive training, weekly meetings, quarterly-to-annual reviews, and thoroughly
communicated values. Touring the organization showed these values and vision to be readily
visible to employees and visitors alike, as well as displays of updates and news from each
department.
Like most organizations, the difficulties in communication lie within the different functions,
communication tactics, and autonomy of the various departments. In encompassing such a
large physical area and employing over 200 people, the organization inevitably experiences
fragmentation. This issue is at the heart of any communication weakness within the
organization and primarily comes to the forefront when decisions are being made, and change,
whether enforced or unplanned, occurs within the organization.
All stakeholders interviewed were able to cite several incidences where a lack of
communication resulted in negative reactions and dissatisfaction. While the amount of trust
and openness between levels of organizational authority appear to remain steady, the analysis
reveals that increasing trust, two-way and interdepartmental communication, and bolstering
efforts to inform and include all stakeholders in decision-making is the surest way to improved
communication effectiveness. This can be accomplished through regular, planned, and
organized engagement with employees.
AREAS OF EFFECTIVE COMMUNICATION
Communication System
Based on materials reviewed, it is apparent that Port Nelson does well to connect
organizational objectives with communication activities. Consistent, structured communication
in the form of Toolbox notes, stakeholder updates, and a comprehensive annual report give
stakeholders and employees valuable, relevant information. These materials are delivered in
plain English that will be easily understood by most stakeholders. Internally speaking, almost all
mechanisms are in place for effective organizational communication. Multiple channels of
communication are utilized as employees must often communicate while spread out
throughout the port, and the channels are reported to be mostly effective.
6. Employee Awareness
Employees were uniformly aware of these communication activities and noted the effort made
by the core leadership team to routinely communicate objectives, performance, and upcoming
operations. Similarly, all employees seemto be knowledgeable of the company’s vision, mission
statement, and values. Most agree that the company strives to live out these values in
objectives outlined, interaction with customers and the community, and in decisions made.
Employees also noted receiving a satisfactory amount of communication required to do their
jobs; from initial training to the amount of information received daily, employees mostly
reported feeling neither overwhelmed or underwhelmed at the amount of communication
input and emphasized the importance of safety in the port. Participants all noted that rules,
regulations, and policies are written down and given to employees at the beginning of their
employment and available for review on a shared, company drive. Most also regarded the
orientation process as effective and noted that full-time employees meet everyone in the
company and get a complete tour of the port site.
In personally touring the facility, communication activities were plainly visible as the “Aspire”
and “Vision” documents were posted in almost every room, as well as “pods” – screens
showcasing scrolling updates on activities around the port and other information relevant to
employees.
Employee Satisfaction
The toolbox notes assessed show an employee survey has recently been conducted with
response rates entered at 70-75%. This is done regularly, as well as less formal assessments
done in performance reviews. Employees mostly believed that the organization cares about
their wellbeing, feel respected by their peers and leadership, and none believed any workplace
discrimination exists or would be tolerated within the company.
Participants also praised the incentives to post ideas, or continuous improvement markers, and
have the opportunity to be rewarded if the idea is implemented. It was unanimously viewed as
a good initiative.
Community Involvement
Though the focus of the audit was primarily directed toward internal communication, materials
reviewed and external sources show a steady communication output from the organization to
the customers and community. This is highlighted in the interactive and informative nature of
the website, as well as features like “Behind the Scenes at Port Nelson” in the February 2014
Wild Tomato magazine, which portray the port as an intrinsic part of Nelson.
7. Values in Action
Though no longer regularly open to public, the enthusiastic reception of the March 2014 open
house and curious eye kept on port activities show an active interest in all that goes on at Port
Nelson and its position as a vital member of the community. This sentiment is mutually
affirmed in the organization’s contribution to community activities and charities, showing a
visible commitment to regional prosperity pursued in the mission statement.
Other values listed, such as leading in environmental sustainability, can be seen throughout the
port as measures from paperless communication to efficient use of water while washing
containers were reported by employees. Overall, values were noted to be heavily linked to the
organization’s long-term objectives and daily actions.
Conflict Handling
Most employees surveyed described conflict as being well-handled within the organization,
some citing past incidences as opportunities for learning. Any specific incidences cited were
minor issues that can be resolved through effective communication, and no one reported
internal conflict resulting in serious violation of organization values, ethics, or objectives.
Company Culture & Socialization
When surveyed, nearly all participants noted an initiative taken by core leadership to regularly
visit other departments and seek feedback. Most described the culture created by leadership to
be friendly and visibly making an effort to connect with employees. Interaction within each
department allows for relationships to be formed and some report socializing with coworkers
outside of the organization. All employees noted there is a designated area for socializing on-
site, and some reported birthdays and holidays to be celebrated within their specific
department.
8. AREAS FOR IMPROVEMENT
Communication System
While the systems for effective communication are in place, they may not used to their full
potential - especially at times when effective communication is crucial. A lack of communication
was consistently noted when changes have been enacted, decisions were made, and
differences in management style produce inconsistent amounts of communication from
leadership.
Though employees are able to access shared files on the company’s drive, the organization may
not be taking advantage of resources and technology available that could streamline
communication and reduce a lag time in responses.
In another aspect of technology use, message distortion and miscommunication were reported
as the use of emails and other non-verbal forms of communication have increased. As non-
verbal communication makes up the vast majority of what is expressed in face-to-face
conversation, the trend can lead to some feeling increasingly distanced from those sending the
messages or frustrated at misconstrued information.
Employee Awareness
The most prominent concern regarding communication was a lack of understanding between
departments. While there is loyalty to the organization as a whole, it is no secret that each
department currently regards each other with an “us” and “them” mentality. “Fragmented”
and “disjointed” were the two most often used words to describe the communication and
interaction between departments. Different shifts, different roles, and a marked difference
between full-time and part-time or casual staff were cited as the most likely cause of the
fragmentation; it was consistently noted the part-time and casual employees feel less of a
connection or involvement with the organization.
At times there appears to be a gap in communication regarding decision making processes.
While management is striving to communicate openly, differences in personal communication
style and a lack of structure have led to instances of employee dissatisfaction and feeling
excluded from decision making processes.
There is a desire for information as to why and how decisions that directly impact employees
are made. If feedback or employee input has been sought, it should be utilized to create
informed decisions and increased trust. Management has expressed a desire to do so, but notes
there is little in the way of a consistent, organized leadership style and system to meet this
goal.
9. The current system could also be used more effectively if adjusted to communicate to different
groups in ways that best suited them – keeping in mind their personal preferences and
communication needs based on culture, personal goals, and their role in the organization.
As a multicultural organization, some cultural communication differences may contribute to
message distortion if not intentionally and strategically addressed.
Employee Satisfaction
All employees reported high satisfaction with their current roles in the organization and Port
Nelson as an employer. However, some regarded leadership styles to be more “hands off” -
offering little feedback or praise regarding performance. Other research shows that many
employees value positive, verbal feedback and recognition just as much or more than a
monetary bonus for work well done (Trahant).
There seems to be a healthy level of trust in leadership, but it was universally acknowledged
that not all employees feel comfortable expressing completely honest opinions or ideas with
those in supervisory positions. This has led to some feeling unable to contribute insight where
may be helpful or feeling completely empowered to fulfil their tasks as they see fit.
Known as a positivity bias, this is common in any organization as employees often feel the need
to say what they think supervisors want to hear when information is exchanged.
Community Involvement
Though participants noted the unique role that Port Nelson plays in the community, few were
aware of the organization’s specific activities or felt a personal involvement. Most could cite the
local charity associated with the organization, but none reported in-depth knowledge or
participation on an individual level, nor a sense of ownership to the community connections.
Values in Action
The annual report is full of relevant information for stakeholders and does well to engage
business-minded stakeholders, but it has reputation for being a bit “dry” and unappealing to
other audiences. It was generally agreed upon that the report has lost personality and could be
improved by highlighting individual’s stories, achievements, and recognition, as well as any
other features that would allow the personally involved element of the organization to shine.
Though the “Aspire” and “Vision” documents were well received, some time has passed since
their release and it may be worth giving them more attention so they don’t become overlooked
or forgotten. Delivering the values and vision may also be well received if given in different
formats relevant to various audiences.
10. Conflict Handling
One area of potential conflict or organizational threat discussed was that of crisis
communication. For Port Nelson, possible crises may involve natural disasters or a workplace
accident resulting in serious injury or death.
None of the employees interviewed were aware of a current crisis communication plan or
protocol, and if one does exist no one knew where to find it for referral. In the unfortunate
event of a crisis such as an employee death, it would be crucial for the organization to have a
crisis communication plan in place. If communication policies were not already in place and
widely known, the organization could fall under heavy criticismin the event that an unassigned
employee acted as spokesperson to media outlets or the designated spokesperson couldn’t
release information to the public in a timely manner.
Company Culture & Socialization
While some participants have been with the organization longer than others, almost all noted a
shift away from employee socialization in their time with Port Nelson. It’s known that the
company holds barbeques and has a social club, but almost all participants cited the change 18-
months prior that turned the port into a “dry” workplace was perceived as a dampening of
employee interaction, a sign of distrust from leadership, and an example of poorly
communicated change. There is an understanding of why it was done and that the policy is
exempt in the visitor centre, but the nature of the space and frequent inaccessibility make it an
unattractive option and rarely used.
RECOMMENDATIONS
Communication System
There is discrepancy as to the perceived health of the current communication system. Some
would describe it as “solid” while others see it as a “disjointed effort.”
A simple way to improve overall communication effectiveness is to change the way or method
used to communicate the same piece of information. This could involve pursuing new
technologies such as intranet, cloud storage, Mail Pilot, hands-free technology, etc., and
knowing when to use these technologies and when to forgo convenience for impact.
When faced with communicating matters of decisions making and change, it is highly
recommended that leadership do this in a face-to-face setting. The more of the five senses used
to communicate, the more impact communication has (Shockley-Zalabak). Seeing, hearing, and
11. interaction between message senders and receivers can eliminate much of the communication
distortion that naturally occurs within organizations and is a tool that leadership can use to
communicate important or sensitive information most effectively.
Statistically, only 1/3 of change efforts implemented in organizations are effective, so it is no
surprise that this is an area Port Nelson may make improvements (Shockley-Zalabak). The low
effectiveness of change efforts can often be attributed to active or passive resistance, which
comes out of fear, lack of understanding, and lack of trust – but can also be prevented or
remedied with effective communication from management.
As the most vital element for successful organization change, trust is an important tool.
Management can seek to increase leadership-employee trust be continuing to seek feedback
and see it through to action. Research show dialogue between managers and employees has
the greatest impact when followed by action (Trahant).
This does not necessarily mean complying with all opinions or implementing all ideas, but
management should be proactive in discovering what opinions and ideas are, communicating a
responsive yes or no, and why. To build trust even more, highly effective organizations engage
employees in running the business.
To whatever extent possible, giving the employees a sense of inclusion and empowerment in
decision making will prevent much miscommunication and dissatisfaction. Organizational
change is a continuous, inevitable process, and organizations benefit the most when they allow
stakeholders affected to participate in its direction and application (Trahant).
Employee Awareness
In order to meet the organizational vision of increasing the utilizations of talent, it is vital that
basic motivational factors are met – achievement, growth & responsibility, recognition, and
advancement.
Two of the most effective drivers for these goals are communication and a strong customer
focus. This allows employees to feel a sense of pride in their work and see a practical
application of the organization’s objectives. Also known as giving employees a “locus of
control,” no matter how small it may be, it is theirs to make direct connections between their
efforts and the success of the organization. This gives employees a sense of ownership and
pride that can boost morale and reduce turnover rates.
Making regular efforts to recognize employee work through verbal, face-to-face praise may
initially take practice. To make this endeavor easier, leadership should uniformly agree to make
12. a consistent effort, ensure the praise is genuine, specific, and task-related, and may benefit
from beginning with role-play exercises.
Strengthening the quality of relations between supervisors and employees means messages,
even negative ones, will become better perceived and met with less resistance or
misunderstanding.
Employee Satisfaction
Unfortunately, there is no one leadership style that is going to suit all organizational members.
However, the ideal management style always places a high concern on both task and
relationships. How this is specifically applied depends entirely on the management team.
In acknowledging personality differences, information needed to succeed in each role, and
communication preferences, effective communicate tailors messages to groups and individuals.
This too requires leadership initiative, but the burden does not need to fall solely on the core
leadership team. On the contrary, the best thing management can do is essentially “flatten” the
organization in terms of leadership roles. Management roles and responsibilities remain the
same, but every organization has individuals that through experience, expertise, or natural
traits serve as functional leaders within their departments.
Empowering these individuals and dispersing leadership responsibilities is key to teaching
others to lead themselves and set good examples for followers and other up-and-coming
leaders. Upper management sets the example, exercising these practices with those directly
underneath them, and leadership teams can in turn build relations and work with those
underneath them, and so on until the entire organization has a system of “transformational
leaders” (Shockley-Zalabak).
These leaders should strive to be creative, interactive, visionary, empowering, and passionate.
They establish a vision, define goals for leaders and followers, and reinforce individuals for good
behavior, manage and facilitate change, and enhance the self-efficacy of followers, and use
models to teach desired and appropriate behavior.
While some individuals reported having enough information available to do their job, it is
apparent that not all roles have a written or communicated guide or handbook for their
position. This could lead to inconsistencies in organization roles based on the individuals
currently fulfilling them and may benefit from written materials for reference, modeling desired
behavior, and employee accountability.
Community Involvement
13. Whether highlighting involvement of individuals in the community or finding ways to encourage
personal connection with the organization’s involvement, employees may enjoy knowing more
about exactly how Port Nelson positively impacts the community and what they can do to be a
part of it. This may include mentioning opportunities in newsletters, holding “competitions” to
foster interdepartmental interaction, or showcasing individual efforts to raise awareness for
other opportunities.
Values in Action
To begin engaging employees in change processes and discovering communication preferences,
the organization may benefit from conducting more frequent employee satisfaction surveys.
The surveys should be re-assessed for clear communication; see if wording and answer choice
allows for accurate, thoughtful answers and questions that can be understood by all
employees.
Clearly communicate that honest answers are desired by management as positivity bias and
culture differences can lead to vague results. Warm climate cultures, such as Pacific Island,
Caribbean, and African cultures, often have a tendency to be less direct or proactive in
communicating desires or needs out of respect for leadership. These individuals often require
several rounds of questions or leadership initiative before offering answers, requesting
changes, or seeking promotions.
Lack of culture awareness is a common cause of organizational miscommunication and can
obscure clarity if leadership does not make an effort to distinguish behaviors in terms of what is
universally human, specific to individuals, and rooted in culture.
All employees may benefit from evaluations such as Meyers-Brigs, and leadership may consider
inventories such as the Global Executive Leadership Inventory (GELI) or the Leadership Practices
Inventory (LPI) to highlight areas of strengths and possible improvement. Any kind of evaluation
can be helpful for fostering discussion and analysis of leadership inconsistencies,
communication tactics, and an increased understanding of coworkers’ communication.
Conflict Handling
If a known disagreement occurs between peers or supervisor and employees, it ought to be
addressed rather than ignored. Conflict is ever present and is not inherently destructive. It can
serve as a catalyst for positive change, better alternatives, and increasing trust when
communicators are willing to be honest, admit mistakes, and listen actively.
For fragmentation between departments, employees may benefit from spaces and activities
designed to bring departments together for collaboration or simply socialization. Though a
14. barbeque is offered quarterly, only a fraction of employees currently attend because few
beyond full-time staff feel a strong connection to the organization.
Management should seek ways to connect with part-time and casual employees; making them
feel a part of the company, that they truly contribute to its success, and that Port Nelson offers
something for their personal career – whether hiring or training opportunities.
If there is a current crisis communication plan, it should be placed in a location readily available
to organization members and communicated so all employees understand what role they ought
to take (or not take) in the event of a crisis.
If a comprehensive crisis plan is not in place, it is highly recommended that potential crises be
identified and planned for accordingly. This may include assigning roles and should ultimately
focus on the organization’s interaction with the media in the event of a crisis. Should something
happen the media should be used as an ally and tool for communicating with the public,
reassuring stakeholders, and restoring any goodwill and communication gaps.
A crisis demands a short response time and should consequently have a designated
spokesperson and prepared statements prior to the event. While details will need to be filled
in, having a template for statements will allow the organization to respond quickly and have a
unified front and voice to its publics. The key spokesperson is often a member of management
but should be chosen based on which individual is most comfortable speaking to the press,
remaining calm under pressure, and has the most thorough knowledge of the situation and
crisis communication plan.
Company Culture & Socialization
Humans crave interaction, and while organizational roles are and should be task-focused,
communication within a work environment can be greatly enhanced by what goes on outside of
the organization and socialization that occurs within.
Given the cumbersome nature of using the visitor centre, it may be best to find a more suitable
location on premise that employees may use. Management may benefit in strategizing ways to
boost company culture by directly asking for employee input. If the dry ban must stay, be
proactive in finding ways to keep a social atmosphere alive without the inclusion of alcohol,
whether it be making exceptions in a certain location or event, or finding other reasons to host
social events like birthdays, holidays, or days significant to company history. Celebrate and
recognize individual achievements, both organizational and personal.
Not all employees will wish to participate in events or gatherings, and Port Nelson has a limited
amount of creative freedoms within industry standards. However, management may wish to
15. study the culture of successful companies who regular top Forbes “Best to Work For” list such
as Google, Bain & Company, Orbitz, and others. Consistencies between all successful
organizations report, “A fantastic culture, wonderful professional development, coaching
opportunities, and the job is made enjoyable” (Smith). Leadership may also wish to investigate
successful strategies and principals for change, with books such as Who Moved My Cheese?,
The Tipping Point, or some of the excellent materials available online. Organizational change is
necessary and healthy part of any company, so it ought to be embraced and maximized for
success.
How Port Nelson may best provide relevant growth and career opportunities for its employees
is ultimately up to employees and management to collaborate, discover, and implement.
SUMMARY
In order to take a collection of good ideas from theory to reality, each individual will need to
take personal responsibility and be willing to implement changes for more effective
communication. For Port Nelson this will mean addressing the gap present between
departments, presenting a more unified communication effort from management, and
engaging employees in decision making and information shared. It may also include a re-
evaluation of current technology used, the effectiveness of values, vision, and employee
feedback systems, proactively creating a more social environment, and forming or evaluating a
current crisis plan.
Beginning with management as the example, new practices and behaviors should be modeled
for followers and passed on through levels of leadership – identifying and empowering both
formal and informal leaders to gradually guide the organization in the desired direction.
The individuals with the most insight towards this direction are within the organization. They
will be most able to identify needs, desires, and even threats to effective communication or the
organization. After identifying these items, the organization may wish to consult independent
expertise for the planning of a comprehensive communication plan, coaching, and helpful
exercises for its enactment.
Communication is something that happens every minute in an organization, and though
seemingly natural it must be developed and taught to be most effective. It affects every facet of
an organization – a company’s success depends on the effectiveness of its communication and
is well worth taking the time to assess. Changing current systems and practices will require time
and effort, but everyone in the organization will benefit if what works well is affirmed and
present weaknesses transform to strengths.
16. REFERENCES
MacArthur, S. (2011). Maximizing Potential: Getting the Best from Diversity. IRC Global
Executive Search Partners.
Shockley-Zalabak, P. S. (2012). Fundamentals of Organizational Communication: Knowledge,
sensitivity, skills, and values. Glenview, IL: Pearson Education, Inc.
Smith, J. (2014). The Best Companies to Work for in 2014. Forbes. Retrieved from
http://www.forbes.com/sites/jacquelynsmith/2013/12/11/the-best-companies-to-
work-for-in-2014/
Trahant, B. (2008). Six Communication Secrets of Top-Performing Organizations. Watson
Wyatt’s 2008 Communication ROI Study. Retrieved from
http://faculty.cbpp.uaa.alaska.edu/afgjp/PADM610/Six%20Communication%20Secrets
%20of%20Top%20Orgs.pdf
SECTION III: APPENDIX
INTERVIEWQUESTIONS
4. Does Port Nelson have a mission statement? What does it consist of?
a. What is the purpose of having a mission statement?
b. Who created and updates your mission statement?
c. When/where is it given to employees?
5. What are the ethics within the organization?
Required Questions to Start the Interview
1. How would you describe communication within (or throughout) the organization?
2. What do you see as strengths of the communication in the organization?
3. What do you see as weaknesses (or areas for improvement) of the communication
within the organization (how could communication be improved?
17. a. Does the organization have a code of ethics?
b. When are they communicated?
c. Are they lived out in the organization?
6. Do you take the organizational values into consideration when hiring?
a. How are these values communicated to new employees?
b. How are the values reinforced?
c. Do you feel decisions made in the organization reflect these values?
7. What kind of training is provided?
a. Why?
b. How is it provided?
c. Is the training effective
8. Are rules and regulations written down?
a. Given to employees? When?
9. What are the communication channels used most to relay information between
coworkers? (fax, email, memos, face-to-face, group meetings?)
a. How effective are these channels?
b. How often are they used?
c. Is it a reliable system?
d. In what ways do you think technology has positively or negatively impacted
communication within the organization? (emails vs. face to face, for example)
10. Does the communication in the organization tend to flow upward (management down),
downward (employee up), or equally in both directions?
11. What important information or input do you get from outside of Port Nelson?
(customers, community, industry trends, etc.)
a. Why is this information important?
b. How do you use this information?
c. Which department takes in this kind of information?
d. Does this information get conveyed to other departments?
12. What kind of communications output is done at Port Nelson? (sent to the outside world;
Advertising? Correspondence with government?)
18. 13. Does the organization go through much change?
a. Do you feel the transitions are successful?
b. How do you help employees go through change?
14. Do you feel your communication load falls into either overloaded (too much information
coming your way, overwhelmed) or underloaded (not enough information,
underwhelmed)? Or do you feel the amount of information you receive is sufficient for
your job?
15. Is there any kind of orientation in place to socialize new employees?
a. What does the orientation consist of?
b. Did you find yourself adjusting easily to working here?
c. What people or procedures helped you acclimate to working here?
16. How is “power” viewed in the organization?
a. Have there been any instances where you believe power has been abused?
b. Is there a sense of respectful power towards communicating with other employees?
17. How would you describe the culture within your organization?
a. What defines the culture?
b. Do employees socialize with one another outside of work?
c. Is this encouraged? Why or why not?
d. Are there locations in the organization that employees can
18. What are the positive aspects of working here?
a. Do you feel a strong sense of identity, connection, or loyalty to the organization?
Why or why not?
b. What do you feel could be done to help employees identify more with the
organization?
c. Are employees encouraged to socialize outside of work?
d. Are employees recognized for their work?
e. Are birthdays or holidays celebrated?
f. What is your preferred way to have your good work recognized?
19. What are the negative aspects of working here?
a. Are cliques an issue in the organization?
b. Is gossip an issue in the organization?
19. c. Is there any issues with communication distortion (where information changes as it
moves through the organization)?
d. Do you believe there are any groups in the workplace that may be marginalized?
(Minorities, GLBT, women, disabled, etc.)
20. Would you say conflict is viewed as destructive or constructive?
a. When there are disagreements, what steps are taken to remedy them?
21. How would you describe the openness of communication between managers and
employees at this company?
a. In what ways does management encourage teamwork and communication?
b. Describe your comfort level when talking with upper management.
c. Does management encourage employee input, asking questions, etc.?
d. Do you feel these ideas or suggestions are listened to?
e. Is there a large amount of employee input regarding decision - making and task
implementation or is this determined by management?
22. Is there a significant distinction between employees and management?
a. How would you describe the management style in the organization?
b. How does management motivate employees?
c. Do employees feel influenced by others in the workplace to act a certain way or
work harder?
d. Do you think you would be more productive if management style was different?
23. Is there a formal process to gauge employee satisfaction?
a. How is it done?
b. How often is it done?
c. Is there a review process in place for employee performance feedback?
d. Is this process effective? How could it be made better?
24. Do you feel respected by your supervisors/employees?
Required Question to Finish the Interview
25. Now that the interview is over and you’ve had a chance to answer all the questions, how
would you now describe the communication without or throughout the organization?
