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1 <br /> Communication Climate Study page 4 • <br /> City of Mounds Viow <br /> that their suggestions on purchases and directives invariably becomes subjected to a <br /> budgetary bottom-line. While the Council is committed to responsible financial <br /> management; a belief seldom challenged by employees at the City,this commitment seems <br /> to be played out to obsession by those who manage finance in the City. As a consequence, <br /> trust is lost because a person's contribution is not valued. Trust develops over time. When <br /> trust begins to drop, morale decline follows, and eventually productivity takes a negative <br /> impact. <br /> 2. Veterans v. Newcomers. An"us"versus "them"perception is in evidence. The <br /> newcomers reflect that new technologies,management practices involving cost <br /> effectiveness, and shifts in job functions are essential if the City is to remain a viable <br /> financial entity. The veteran perception is characterized as "why fix something that isn't <br /> broken,"rely on proven quantities in staffing and location, and be more decisive when <br /> dealing with decisions. Both perceptions are held by persons who firmly believe they are <br /> right. A"we" perception drawing the"us"versus"them" factions is not in evidence. <br /> 3. Power and Roles. A clearly defined mission is not being practiced. The Council is viewed <br /> to be a policy-making body. Whereas,the City Administration is seen as a procedure- <br /> implementation body. These roles in policy and procedure are confused in the estimation of <br /> those interviewed. When clear and precise actions are not perceived by personnel, then . <br /> confusion occurs about roles. Consequently, persons move toward whom they perceive to <br /> have power. Power seldom is matched to authority roles. Power at the City of Mounds <br /> View seems evident in who you know,your length of service,mastery of the budgetary <br /> process, and control over crucial information. Currently, power struggles are occurring, <br /> they will continue unless resolved. <br /> Conclusions <br /> The problems facing the City of Mounds View are all resolvable. The City is a good place to <br /> work. Leadership is needed at several levels, trust-building should be pursued, and a climate of <br /> open communication restored. <br /> Recommendations <br /> These recommendations are not exclusive to the consultant. They are predominantly drawn from <br /> ideas openly shared by personnel interviewed. When improving the organizational <br /> communication climate, it is usually advisable to draw on what is seemingly working tempered <br /> with well planned changes gradually implemented. These recommendations should be discussed. <br /> 1. Quality of the City Workforce. The average performance and commitment of the City <br /> employee, either manager or employee, is solid. An attitude of strength should be pursued <br /> in defining excellence. Leadership needs to draw more substantially on current resources in <br /> • <br /> defining its future. Employee suggestions, the Department Heads'collective resources, <br />