Organisational Analysis Warwick Accommodation

Department

A look at our presentation structureAgenda

Introduction

Goals

Structural Summary

Process

Findings & Analysis

Conclusion & Reflections

INTRODUCTION

PrefaceFor 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.

GOALS

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

InternallyThe team is dispersed across the university campus

Externally

Initial insights about the Department

GoalsAnalyse 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)

STRUCTURAL SUMMARY

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

PROCESS

Why and how we conducted interviewMethod 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.

FINDINGS & ANALYSIS

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

03

INFORMALCommunication

SOCIALCommunication

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 OrganisationSpectrum of communication from very functional work-relatedto very much not work-related communication

To try and understand this spectrum and analyse it in a more meaningful way, we discretised it into types

3

Part of job function, using

proper channels at all

times

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)

“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

Social Communication

TocilLots 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.

ClaycroftLess 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”

One End ProductDespite all the culture differences, same service is delivered

CONCLUSION & REFLECTIONS

ConclusionCommunication cannot all be considered from the same perspective

01

02

03Formal CommunicationHierarchy

FormalisationMechanisation

Betweenness

Informal CommunicationSupports formal communicationSupports organisation objectives

RelationshipsOpenness

Social CommunicationOutside workAt eventsSocial Media

What Did We Learn?

Leadership

Communication

Power

Culture

They are parts of one another

Thank You!

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