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p• <br /> Communication Climate Study page 3 <br /> • <br /> City of Mounds View <br /> Consultant Observations <br /> Based on interviews with 28 persons of whom 27 are full-time City employees, or approximately <br /> one-half of the workforce. <br /> Communication Climate <br /> 1. Communication Models. The City Administrator and Department Heads set the tone for <br /> the communication climate, internally. Their genuine interest in open communication is <br /> modeled through consistency of friendly greetings, written communication, and directness <br /> of response. The Council members and Mayor, while serving an electorate, also model <br /> communication openly in the workplace when visiting City offices. Employees report that <br /> new Council members and one Department Head do not communicate directly with them. <br /> This is caused by either not knowing employee names, or simply not choosing to speak with <br /> people. If a greeting is not returned, especially by a superior in rank, then the practice of <br /> communicating begins to die. <br /> 2. Chain-of-Command. Information is not well shared within the City. Employees gain <br /> information from their supervisors who receive their information from the City <br /> Administration or directly from attending Council meetings. Further, information is <br /> . generated within the City which is shared reactively when a citizen complains. Time is lost, <br /> conflicts occur, and communication becomes negative when persons seem short changed on <br /> having information. The predictable outcomes are to violate the chain-of-command by <br /> g. �-_• -ctly to power sources, or by feeding the grapevine. The grapevine is alive and <br /> w; ' e City of Mounds View! <br /> 3. Customer Service. A consistent process and procedure to deal efficiently and effectively <br /> with customers is not practiced. Further, what written information is available needs to be <br /> updated for consistency. Employers seem committed to customer service, but are not <br /> always certain regarding how to conduct it effectively. Again, information on changes in <br /> policies needs to be openly communicated. <br /> 4. Organizational Chart. Who is in charge, when, and where is not well communicated. <br /> This has a negative impact on decision making. Internally, administrators struggle to make <br /> decisions, occasionally insignificant ones, but find themselves challenged on getting direct <br /> answers. A general lack of decisiveness from the City Administrator and the Department <br /> Heads sets a confusing tone for other personnel. These personnel struggle with wondering <br /> what decisions should be made, and if their opinions really count. The use of technology, <br /> particularly computers and management information systems, is a controversial issue, still <br /> bitterly contested regarding what technology should be used by whom and in what role. <br /> Morale and Productivity <br /> 1. Trust. Trust has been lost in some work units. This observation by personnel is largely <br /> • fueled by a sense of being second guessed by financial demands. Some personnel perceive <br />