Kae Poe, Daniel Spain, Mai Vo, Dana Wallace
Karrah Vincent, Jennifer Peterson
Table of Contents
List of Illustrations……………………………………………..………………………………………….2
Team Adirondack Mission Statement…………………………………………………………………..3
Executive Summary………………………………………………………………………………………5
Introduction……………………………………………………………………………………………..…8
Organizational Strengths……………………………………………………………………………….11
Directionality…………………………………………………………………………………….11
Relationship Quality……………………………………………………………………………14
Superior-Subordinate Relationship…………………………………………………………...17
Opportunities for Improvement………………………………...………………………………………19
Relationship Quality………………………………………...………………………………….20
Directionality…………………………………………………………………………………….22
Superior-Subordinate Relationship…………………………………………………….……..25
Recommendations………………………………………………………………………………………28
Summary…………………………………………………………………………………………………32
Works Cited……………………………………………………………………………………………...34
Appendix A: Interview Questions……………………………………………………………………...36
Appendix B: Survey Questions………………………………………………..………………….……39
1
List of Illustrations
Figure One- Efficiency of Operation…………………………………………………………………..12
Figure Two- Leaders Receptive to Criticism…………………………………………………………13
Figure Three- Concern for Members………………………………………………………………….15
Figure Four- Casual / Personal Communication…………………………………………………….16
Figure Five- Initiating Accurate Upward Communication…………………………………………...18
Figure Six- Identifying With BCM……………………………………………………………………...21
Figure Seven- BCM Grapevine………………………………………………………………………..24
Figure Eight- Recognizing and Rewarding Outstanding Performance……………………………26
2
Mission Statement:
Our mission as Team Adirondack is to improve the communication habits within our client’s
organization. We are focused on forging strong connections both inside and outside the work
environment. We want to make a difference with our work and help our client Make the
Connection within their organization.
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4
Executive Summary
Purpose
This report is designed to explain the communication strengths and opportunities for
improvement that Team Adirondack found when conducting observations, interviews, and
surveys with members of Baptists Collegiate Ministries. Based on the strengths and
opportunities for improvements that team Adirondack has found, we have listed several
recommendations that we believe will benefit BCM over the years.
Organizational Strengths
Baptist Collegiate Ministries ( BCM) has many areas of strengths that have been observed
through interviews, and surveys. These areas include the directionality or flow of communication
within the organization, the overall quality of relationships being formed and maintained, and the
distinct bonds and communication lines between leadership and traditional members.
Throughout observations and interviews members participated in or expressed their ability to
easily communicate with other members of BCM on a regular basis emphasizing a strength
regarding communication directionality. Surveys also indicated this with a majority of
participants responding that they are satisfied or very satisfied with the current communication
patterns within the organization. Team Adirondack also noticed strengths in regards to the
quality of relationships being formed and the general cohesiveness of the organization as a
whole. Majority of survey participants reported being very satisfied with the organization and
believe the organization cares for their individual well-being. Members also expressed their
satisfaction with Council stating they did a very good job communicating with the organization
as a whole and in an interview one member highlighted this stating that leadership (Council) is
the best it has been in recent years.
Opportunities for Improvement
Baptist Collegiate Ministries (BCM) has a few areas within their organization that can be
improved to run their association more effectively this has been observed through interviews,
and surveys. The first opportunity for improvement can be found in the relations qualities within
BCM. During observations from the Thursday night Connections meeting, Team Adirondack
observed many sub-groups within the organization. During observations and interviews, Team
Adirondack noticed some lack of communication between Council and the Church when trying
to plan an event. An important part of any organization, big or small, is the communication that
takes place within it. Another important part is leadership. During the interviews, members
reported that there was a lack of leadership within the organization. This shows another issue
with the communication style with the BCM superiors. By taking some steps to change these
communication patterns, the organization would be enhanced and a stronger communication
network would be created within the whole organization.
5
Recommendations
Team Adirondack’s recommendations for Baptist Collegiate Ministries, based upon the findings
of their strengths and opportunities for improvements, and that they first set a specific
communication goal (i.e., dissolving subgroups) and creating a monthly in-reach workshop to
address this issue. At the in-reach work shop there would be more specific activities to fuse the
different sub groups together and help break down barriers.
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7
Introduction
Purpose
Through the detailed research done during the fall of 2012, Baptist Collegiate Ministries of
Longwood University and Hampden-Sydney College diligently worked to help Team Adirondack
understand the inner workings of their organizations. The purpose of this audit is to improve
BCM and their communications practices within the organization. The purpose is to ensure that
BCM will find this audit useful and apply it to their organization, so they can fulfill their goals and
support all members of the organization.
Authorization
Authorization was given by Cheri Wise to Team Adirondack so that our audit may be conducted
throughout the semester. The contract for permission to conduct the audit was signed by the
Advisor and Minister of the organization. Team Adirondack ensures that all of the information
within the audit will remain confidential, and will not be shared without permission from BCM.
Scope
This audit was primarily focused on the relationships within the Baptist Colligate Ministries.
Through observations Team Adirondack decided that focusing on the organization’s quality of
relationships, the directionality of the communication and the superior-subordinate relationships
were the most crucial to improving the communication within BCM. It was very important to the
team that the research founded in the audit report would be relevant and useful to the
organization.
Research Methods
Throughout the audit, Team Adirondack collected numerous types of data through observation,
surveys, and interviews with the organizational members of BCM. All members of the
organization had an opportunity to respond to our survey. We observed the meetings of both the
council members and the weekly organization-wide Connections meetings on Thursdays. The
interviews conducted throughout the audit were conducted with a smaller sample of the
organization, but overall we were able to gather information from all of the groups of the
members including council, new members, old members.
Observations
During the weeks of September 30,2012 through October 4, 2012 of performing the audit,
members of Team Adirondack observed the weekly meeting that the Council members of BCM
have and the regular Thursday night Connections meeting. Team Adirondack observed the
meetings and documented the events and communications that took place, as well as
information about the meetings themselves. With these observations Team Adirondack was
able to see all of the members of BCM in their weekly interactions to better assess the true
effectiveness of their communication practices.
8
Interviews
Six interviews were conducted with members from many different areas throughout the
organization. A Council member was interviewed, a freshmen member, a long standing
member, a member from Hampden- Sydney College, a member who is also a sister of Sigma
Phi Lambda, and a leader of the organization. All of the participants were chosen based upon
their specific involvement within the organization and on detailed criteria laid out by Team
Adirondack. Unlike the survey, the interview guides had the same questions for the council
members, minister, and other members of the organization. The interviews focused on three
different areas of communication: superior and subordinate relationships, information
directionality, and relationship quality. The questions pertained to how these three components
are intertwined and used in the organization's communication as a whole. (See Appendix A)
Surveys
Surveys were filled out in order to understand patterns and trends of communication within the
members and the leaders of BCM. The survey was completed by a total of 62 respondents
(6.5% - Council Members, 3.2% - Group Leaders, 66.1% - Active Members and 25.8% Nonactive members). Survey participants were asked about the quality of their organizations
communication, the effectiveness of the directional communication they were receiving and the
relationships they were building within the organization. ( See Appendix B)
Limitations
Like any research, there are limitations to the work. The little amount of observations that the
team was able to see may not have been a complete look at the workings of the organization as
a unified group. The survey was long, and some participants skipped all the questions. The
majority of the members that answered the survey were freshmen. While, the group values
their input it may have skewed the survey results. Finally, the audit may not identify all
opportunities for improvement
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10
Organizational Strength: Directionality
Directionality: How effectively council members communicate to other members of the
organization.
According to Downs and Adrian (2004), “It is common to analyze communication in
terms of the direction in which it flows. The most common types are downward, upward, and
horizontal”. A downward flow of communication is when a message flows from those who hold
high positions within the organization to those who are lower. For example, if a Council member
told a general member, the time and place of an event; this would be downward communication.
Upward communication would be when a message flows from a subordinate to those who hold
high positions within the organization. For example, it would be general members giving
information to those in Council or members who hold leadership positions. Finally, horizontal
communication would be people on the same level of the organization communication with one
another. An example of this would be all the general members in the organization sharing
information about an upcoming event. Due to the fact that hierarchy is an inherent part of any
organizations these researchers find that it is particularly important to study. Without proper
knowledge of communication directionality the organizations ability to function would decrease.
Observations
During observations within the organization, the organization demonstrated horizontal
communication by Council members and was particularly successful. During the council
meeting, the members addressed any issues brought up positively. Though each member has a
different position, some ranking higher than others, the Council members treated each other
with mutual respect. During discussion all Council members participated, and were courteous to
one another. At the weekly Thursday night meetings, Council members appeared to indicate
very successful downward communication with non-Council members. During the meetings the
information was given in a concise and easily understood way and all members had the
opportunity to ask questions if needed.
Interviews

“Currently the … leadership is finally open with her (Cheri), telling her when things are
going wrong.”

“Communication from top management is stronger than it has been in previous years.”
One pattern found while analyzing the interviews that were conducted was that Council did a
very good job with communication as a whole, these quotes are examples of opinions of
communication from the members interviewed. These quotes effectively describe the upward
and downward communication within the organization.
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Downward Communication Survey Questions
Question 37: The organizations overall efficiency of operation.
On a scale of 1 to 5, 1 being dissatisfied and 5 being very satisfied the average score
was 4.36%.
 91% of members feel that the efficiency of operation in the organization is great
or very great. (See Figure 1)
Figure 1: Efficiency of Operation
Question 37: BCM's overall
efficiency of operation.
Very Little
Little
Some
Great
Very Great
12
Question 26: Extent to which my leaders are receptive to evaluations, suggestions and
criticisms.
On a scale of 1 to 5, 1 being little and 5 being great the average score was 4.35%.
 Overall, members are very satisfied with the staffs receptiveness to
evaluations, suggestions, and criticisms
 49% of members feel very satisfied or satisfied with the staffs
receptiveness to evaluations, suggestions, and criticisms
(See Figure 2)
Figure 2: Leaders Receptive to Criticism
Question 26. Extent to which
my leaders are receptive to
evaluations, suggestions and
criticisms.
Dissatisfied
Moderatly
Dissatisfied
Neutral
Satisfied
Very Satisfied
The major results we found within this construct are that Council has superior upward,
downward, and horizontal communication. According to Ishii, a communication studies
researcher, having media richness is a key to having effective directional communication. Within
the organization, Council uses mainly face-to-face communication to provide information to
organizational members. Through this rich media they effectively communication with members,
within themselves, and with the organization’s minister successfully.
13
Organizational Strength: Relationship Quality
Relationship Quality: How members and leaders feel about the relationships they have forged
within the organization.
Paul Levy, an expert in the field of industrial organizational psychology, has studied and
researched the importance of organizational commitment in the job setting. This organizational
commitment can be understood as how well a person is in touch with their particular
organization and how involved they are. Organizational commitment is a very important attitude
in the workplace and Levy went as far as to borrow three important concepts of organizational
commitment from researchers John Meyer and Natalie Allen (1997). The first and most
frequently studied component is affective commitment. This component derives from a deep
connection and recognition of an organizations true values and overall goals, readiness to put
forth work for the organization itself, and a large passion to stay in continuance with the
organization. “A recent model of the knowledge management process has suggested that the
psychological contract between the employee and the organization plays an important role
through the employee level of organizational commitment, which effects their willingness to
share knowledge” (Levy, 2010). This shows the importance of effect commitment, in that, if
members within the organization do not have strong relationships with each other, they are less
likely to divulge important information or be content within the organization.
Observations
In our observations within this organization, we observed that members, Council specifically,
were confident enough in their relationship with Cheri to voice their opinion, positive or negative,
in regards to the organization.

“Communication Strengths- leaders are good on being one on one, personable, meeting
everyone building a relationship”

“Goes back to the biggest strength of welcoming the freshmen whose numbers are
continuing to increase.”
Both of these quotes illustrate these members within the organization value strong relationships
with one another and with new members. This strength is shown specifically through the
growing number of freshman attending this organization on a weekly basis.
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Question 33: BCM’s concern for its member’s welfare.
On a scale of 1 to 5, 1 being little and 5 being great the average score was 4.31%.
 Overall members feel that the organization cares about their welfare.
 83% of members feel that the organization cares about their welfare.
(See figure 3)
Figure 3: Concern for Members
Question 33: BCM's Concern
for it's members welfare
Very Little
Little
Some
Great
Very Great
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Question 21: Extent to which casual/personal communication is active and accurate
On a scale of 1 to 5, 1 being dissatisfied and 5 being very satisfied the average score
was 4.30%.


Overall the organization stated that casual and personal conversation is active
and accurate.
83% of members are satisfied or very satisfied that the casual and personal
communication is active and accurate.
(See Figure Four)
Figure 4: Casual / Personal Communication
Question 21. Extent to which
causal/personal
communication is active and
accurate
Dissatisfied
Moderatly
Dissatisfied
Neutral
Satisfied
Very Satisfied
The major results we found within this construct are the members within this
organization are very satisfied with the relationships they are forming in BCM. Also, we have
found that the relationship between Council and Cheri is strong enough to stand criticism
without fear of prosecution. As Levy (2010) stated in his book Industrial Organizational
Psychology, effective commitment within organizational commitment is a very important attitude
in the work place. Due to the fact that the relationship quality within this organization is
excellent, members within the organization are more likely to be content and fulfilled with the
organizations cohesion.
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Organizational Strength: Superior-Subordinate Relationships
Superior-Subordinate Relationships- The specific relationships between members of
leadership, the advisor, and the other members of the organization,
In W.J. Kassing’s report (2000) Investigating the relationship between superiorsubordinate relationship quality and employee dissent, he focuses on relationship factors,
specifically superior-subordinate relationships it explains how both high ranking employees and
those underneath them perceive each other based on information flow and their quality of
relationships with one another. This is important because it “directly effects their perceptions of
their relationships with their superiors, more specifically it indicts how employee’s perceptions
are formed, influenced, and how they affect the organization’s communication” (Kassing, 2000).
Observations
During observations, Cheri allowed the Council members to discuss different topics
about the organization without interruption. When the Council members displayed some
frustration, Cheri stepped in and helps diffuse the situation without over-powering the other
Council members. These quotes signify the high-quality superior-subordinate relationships
between Cheri and the members of the organization. These quotes also show that she is a
responsible and a valued member to the organization.
Interviews

“Cheri acts as the advisor, she is the adult and is responsible, she has final say but she
doesn’t pull rank. Cheri doesn’t want to appear as a higher ranking position but students
all know she is.”

“As a student-run organization, (a member) believes that without Cheri, BCM wouldn’t
be where it is. Cheri also does a good job of informing members that BCM is being
rented by someone to host and event. Cheri is the leader.”
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Question 27: Extent to which my staff feels responsible for initiating accurate upward
communication.
On a scale of 1 to 5, 1 being dissatisfied and 5 being very satisfied the average
score was 4.54%.


Overall, staff feel very satisfied responsible for initiating accurate upward
36 % of staff feel responsible for initiating accurate upward communication
(See Figure 5)
Figure 5: Initiating Accurate Upward Communication
Extent to which my staff feels
responsible for initiating
accurate upward
communication.
Dissatisfied
Moderatly
Dissatisfied
Neutral
Satisfied
Very Satisfied
The major results we found within this construct are that Cheri does a high-quality job
with communicating with members and leaders within the organization and balancing being a
strong leader but also, knowing when to take a step back and let the Council lead. “Both high
ranking employees and those underneath them perceive each other based on information flow
and their quality of relationships with one another” (Kassing, 2000). Kassing, a communication
studies scholar, shows here in this article that Superior-Subordinate Relationships are extremely
important to the overall quality of the communication within the organization.
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Opportunity for Improvement: Relationship Quality
According to Communication Researchers Downs and Adrian (2004) relationship quality
is defined as communication links that evoke a response. Interactions among organizational
members can affect the relationship positively, negatively, or neutrally. Studying the overall
quality of relationships is one of most important aspects relationships are the key to effective
communication within any organization.
Observations
Observations supported that there is a need for more general organizational cohesion in
order to enhance relationship quality. Many organizational members did not have any
interactions with other organizational members. Auditors observed several sub-groups (cliques)
within the organization which had little interaction with the other groups and organization at
large resulting in a low-quality relationship between the various sub-groups within the
organization.
Interviews
Throughout interviews many members also acknowledged the various subgroups/divides within the organization. One member stated that “sub groups aren’t bad until
people become isolated from the group. It is natural to hang out with your friends, and in
general that is what everyone will do. The problem happens when they become the only people
you communicate with.” Other members also reported the various groups but concluded with
the biggest problem being a general divide between Hamden Sydney members and Longwood
University members. An interviewee stated “the biggest difficulty is being able to reach out to
Hampden Sydney students due to the distance barrier”. Others stated that the divide between
Hampden Sydney members and Longwood University members was the “biggest unresolved
problem” within the organization. The majority of interviews conducted echoed these concerns
about the various sub-groups and the geographical divide within the organization.
Survey
Data collected from the survey indicate the various sub-groups may be affecting the
organization as a whole. In response to the question “Extent to which communication in the
organization makes me identify with it or feel a vital part of it” only 50 percent of survey
respondents answered very satisfied (Figure 3). This indicates that there is room for
improvement in this area of the organization. The different sub-groups of the organization
inhibit it from being together and successfully carrying out its goals. In general the
organizational can become dysfunctional, creating negative relationships which inhibit effective
communication.
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Question 8: Extent to which communication in BCM makes me identify with it or feel like a vital
part of it.
Figure 6: Identifying With BCM
Extent to which
communication in BCM
makes me identify with it or
feel like a vital part of it.
Dissatisfied
Moderatly
Dissatisfied
Neutral
Satisfied
Very Satisfied
Through research it has been found that general club cohesion within the organization
has not reached its full potential. Levy, an expert in the field of industrial psychology has
studied and researched the importance of organizational commitment in the job setting.
Organizational commitment is a very important attitude in the workplace and Levy went as far as
to borrow three important concepts of organizational commitment from researchers John Meyer
and Natalie Allen (1997). The first and most frequently studied component is affective
commitment. This component derives from a deep connection and recognition of an
organizations true values and overall goals, readiness to put forth work for the organization
itself, and a large passion to stay in continuance with the organization. While some members
have realized the values and goals of their organization that make it more cohesive, they all
seem to also report that there are separate cliques throughout as well.
21
Opportunities for Improvement: Directionality
Directionality: How effectively council members communicate to other members of the
organization.
According to Downs and Adrian (2004), directionality is the way in which communication
flows within an organization. There are three main types of Directionality; Downward flow,
Horizontal Flow and Upward Flow. Through our observation of BCM we have found that
downward flow is the most commonly used type of communication to reach the organizational
members. This type of communication is involves information coming from the top leaders
within an organization down to members lower on the chain of command. While downward
communication is the most commonly used within BCM, horizontal communication also takes
place between the Council members of BCM and the churches that donate cooked dinners for
their weekly meetings. Horizontal communication is defined as communication that takes place
between peers, colleges, and fellow workers at the same level of the organizational hierarchy.
BCM and the surrounding churches are at the same level of hierarchy, this demonstrates
horizontal communication.
Lastly, upward communication flows from subordinates up the chain of commands
(Downs and Adrian, 2004). In BCM this would be the passing of information from the general
body members to the members of council and to Cheri. The Downs and Adrian (2004) state
that “knowing the direction is not enough however the importance of any direction depends on
the criteria of with which the auditors will auditors will critique the communication”. Because it is
important to understand the type of directionality used within in BCM in order to efficiently audit
their communication, we must first understand how the downward flow of communication is
working within the organization.
Observations
During observations of the Council meeting we took note of the lack of communication
between the Council and the Church when trying to plan an international night. The Council
members did not inform the church of their plans to have international food at the dinner, which
in turn caused the council to table the international night discussion to another meeting.
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Interviews

“Sometimes I forget things, sometimes the announcements aren’t fully given to me and
the slides [announcement slides] are not super detailed. There is just not enough
clarification sometimes and it goes both ways.”

“Communication is good, but as the group gets bigger the lines of communication get
weaker.”

“Most communication from top members happens on the front of the stage [during the
Connections meetings] and is not personable”.
These quotes clearly identify the gaps within the lines of communication within BCM. With
BCM’s recent growth members have stated the downward flow of communication has become
weaker. Members do not feel as if there is a lot of downward communication coming from the
top members, and that the method of communication referring to reading off of the slides during
the Connections meeting is not effective.
23
Surveys
Question 13: Extent to which the grapevine is active in the client
On a scale of 1 to 5, 1 being dissatisfied and 5 being very satisfied the average
score was 3.67%.


Overall, members are very satisfied with the grapevine activity within the
organization
47% of members are conflicted about the grapevine activity within the
organization
(See figure BCM Grapevine)
Figure 7: BCM Grapevine
Extent to which the
grapevine is active in BCM.
Dissatisfied
Moderatly
Dissatisfied
Neutral
Satisfied
Very Satisfied
According to the survey question results shown above, 47% of the respondents feel
conflicted about the grapevine activity (the flow of information) within the organization.
Communication researchers Downs and Adrian have stated that “managers are more likely
than… workers to think that downward communication is taking place. In an interview with a top
member in the organization the member stated “think that the general communication is overall
pretty good” and that the “sending of emails kept everyone updated”. This person’s opinion of
the downward communication differed greatly from what the lower members of the organization
said about it. This shows actual downward communication taking place within the organization.
24
Opportunities for Improvement: Superior-Subordinate Relationships
Superior-Subordinate Relationships- The specific relationships between members of
leadership, the advisor, and the other members of the organization.
According to Communication Researchers Down and Adrian for most employees, the
supervisors are the most important communication links within an organization. Because of the
importance of the supervisors to overall communication, auditing the relationship between
superior subordinates is a crucial point of any audit. There are three elements to superior
subordinate relationships; trust, message exchange and communication styles. Trust influences
the quality level and directionality of communication. This trust influences the level of credibility
of communication effectiveness. Superior subordinate relationships are also dependent on
message exchange. When members do not feel there supervisors to be open, they limit the
messages they send upward. Lastly superior-subordinate relationships are affected by the
communication style of their supervisors. The style of communication can lead to different
responses from members.
Observations
Through observations, all of the announcements to the general members came from the
front of the stage during the Connections meetings on Thursdays. During these announcements
all of the communication was direct from the council members to the general body.
Interviews

“The leaders stay within their little pack, and if you have a question it is
hard to get an answer”.
In interviews with members, some stated that they felt that there was a lack of leadership
within the organization. In addition this, members have stated that there was a divide between
superiors and subordinates of BCM specifically from the members of Council and the general
members of BCM.
25
Superior- Subordinate Survey Questions
Question 32: The client's system for recognizing and rewarding outstanding performance
On a scale of 1 to 5, 1 being very little and 5 being very great the average was
3.48%.


Overall, members of the organization are satisfied with the system for
recognizing and rewarding outstanding performance.
61% of members feel that the organizations system for recognizing and
rewarding outstanding performance is great or very great.
(See Figure 8)
Figure 8: Recognizing and Rewarding Outstanding Performance
BCM’s system for
recognizing and rewarding
outstanding performance.
Very Little
Little
Some
Great
Very Great
Through observations, interviews and surveys we have concluded that there are
members that are dissatisfied with the superior-subordinate relationships within BCM. Jeffery
Kassing communication scholar, examined employee perceptions on superior subordinate
relationships and its effect on employee discomfort. Focusing on relationship factors specifically,
superior subordinate relationships the study explained how both high ranking employees and
those underneath them perceive each other based on information flow and their quality of
relationships with one another. Kassing concludes that superior subordinate relationships are
one way in which an organization’s employees vary in dissent.
26
27
Recommendations
Based upon our findings, Team Adirondack is offering recommendations that we hope will be
excellent opportunities for BCM to continue to grow.
The Goal-Setting Theory from Industrial Organizational Psychology (Levy, 2000)
In order for the Goal-Setting Theory to be effective, the goal assigned must be specific
and difficult with the commitment and appropriate cooperation within all members of the
organization. Based upon our findings of BCM’s strengths and opportunities for improvemnts,
we recommend that they first set a specific and difficult goal (i.e. dissolving the small groups or
bridging the divide between Hampden Sydney and Longwood) and from there moving to the
second part of our recommendation, which is implementing an in-reach work shop. This
workshop should be held once a semester that replaces the regularly schedule Connections
meeting on Thursday. This work shop should be led by all members of council, the goal of this
meeting is to find what grievances the members have about BCM and brainstorm
recommendations to fix those problems.




Council should break up the collection of small groups. They should create new ones
during this workshop. Beforehand they should make a list off all active members in BCM
and put them into focus groups being careful to put them with people they do not
regularly sit or associate with.
Within these groups one Council member should be present with a list of discussion
questions such as: What do you think would make BCM better? Or do you ever have
problems with receiving timely and accurate information from BCM, (this should also
include recommendations of how to bring about change), and lead a discussion to see
what the members feels is the greatest opportunity for improvement within BCM.
For example if the recommended change was to dissolve the small groups within BCM,
they would have specific activities such as interviewing ten people you do not know and
getting to know more about them or breaking up into the same small groups as before
and playing ice breaker games such as throwing around a ball with question written on it,
to encourage members to get to know one another.
Through these interactions people in the sub-groups would get to know others and feel
more comfortable interacting with them on a regular basis. That way when the next they
attend the next Connections meeting they will be more likely to branch out.
28
Having a feedback box available to all members
From our findings, many members throughout BCM appeared to have mixed reviews on the
performance from different levels within the organization. This feedback box can be an easy
way for all members to voice any questions, concerns or comments about what is working within
the organization. Members can be confident in knowing their responses are anonymous and will
be reviewed.






It is important to have a comment box that is available to everyone, as evaluations are
an essential part of improving the areas that members feel are necessary.
An announcement should be made letting members know that there is a suggestions
box and to feel free to comment and encouraged to participate.
Feedback given in this comment box should be available at all times at BCM and be
collected by the council members responsible for communication at the beginning of
each council meeting.
Council members and the advisor should then review all comments and discuss what
can be improved, what has been successful, and so on.
Based off of any negative feedback, council is now aware and has the opportunity to
discuss this at their meeting and attempt to implement new strategies for future success.
This negative feedback could also become a part of the discussion questions for the
semester workshop.
These ideas should be expressed and shared at the next Thursdays Connections
meeting during the announcements for the whole general body, that way members who
shared negative feedback know that their opinions were heard and are now being
addressed and actions are being taken to fix the problem.
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Including Hampden Sydney students as members of council
According to communication scholars Downs and Adrian (2004), relationships among
coworkers affect both productivity and satisfaction. From our observations, interviews and
surveys many reported that the divide between Longwood University and Hampden Sydney
College creates a large barrier and causes a challenge to foster good relationships between the
students. To try and dissolve this problem, we recommend encouraging BCM members who are
students of Hampden Sydney College to join and be a part of the Council.
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When the time comes for people to begin to apply to Council, the current Council should
have a meeting with the Hampden Sydney members to help them understand what their
positions would be if they so choose to apply, and how this would help their voices to be
heard and allow them to become a bigger part of the organization.
This creates an opportunity for these members to have a position within the organization
and create more productive relationships with non Hampden Sydney members.
Hierarchy is an inherent part of every organization; it is common to analyze
communication in terms of the direction in which it flows (Downs and Adrian, 2004).
These Hampden Sydney students who become members of Council will also have a
“higher” position within BCM. Encouraging Hampden Sydney students to join Council will
build a stronger sense of cohesion for the organization as a whole.
Planning a special social event
From what we have learned and observed from BCM, many of their events and meetings
are mainly for service to others. Although this is something BCM values, planning and hosting a
special event for the whole organization to relax and socialize with members outside of their
personal friends can help relieve stress and be something to look forward to.
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A special event may include a dance or a “lock-in” at BCM, but the most important thing
is the event should be free, so that all members will be able to attend. This will allow for
a larger group of people to participate in the bonding and relaxation, especially those
who would like to go on the other paid trips (like the retreats), but cannot afford it.
We recommend this special event to be a relaxing night that includes minimal work and
an evening to help create more bonds with all the members.
During Council meetings while ideas are given, the members here can discuss what
event might be the most favored and have the most attendees.
For example if a lock-in was chosen as the idea of choice, Council members would then
plan fun and relaxing activities for the attendees to do. They should also have the
options of games to encourage interactions and relaxation.
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Summary
Through our research, we have found that Baptist Collegiate Ministries does an excellent
job communicating as a whole organization. Although there may be opportunities for
improvements, the members of the organization have stated that they are satisfied with the
communication within BCM. This is evident through the high average of survey results
concerning the member’s overall satisfaction of communication efforts in Baptist Collegiate
Ministries.
The downward communication is both a strength and an opportunity for improvement.
While members have stated that they feel some aspects of the downward communication are
unsatisfactory, for example during the announcements at the weekly Connections meetings,
many members have stated that BCM does an exceptional job reaching out to freshman and
other new members. Being able to effectively communicate (upward, downward, and
horizontally) within the organization as a whole is a vital strength to have. Continuing these
communication practices will create a solid foundation for BCM to obtain great satisfaction
within the entire organization. Through interviews and surveys, Team Adirondack also noted
that members of BCM are, overall, happy with the leadership. Having solid communication and
continuing to build satisfaction with the leadership at BCM is essential to building a more
substantial relationship with all members of the organization.
It was also found that some members within the organization felt disconnected with the
other members of BCM that were outside of their small group of friends. This challenge may be
addressed through the recommended in-reach workshops, a suggestion box, and a social event
for the members. It is important to address these challenges because relationship building
between all members will help BCM reach their goals to connect with one another.
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Works Cited
Adrian, D. Allyson & Downs, W. Cal, 2004. Assessing Organizational Communication: Strategic
Communication Audits. New York, New York: The Guilford Press.
Ishii K. (2006). The Effects of Social Information Through Communication Networks on Attitudes
About Organizational Change. Conference Papers- International Communication
Association, 1-31.
Kassing, W. J. (2000). Investigating the relationship between superiorsubordinate
relationship quality and employee dissent. Communication Research Reports, 17(1), 5869. Retrieved from www.tandfonline.com
Levy, E. Paul. (2010). Industrial Organizational Psychology: Understanding the Workplace (5th
Edition). New York, NY: Worth Publishers
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Interview Questions:
Background
1. Identify name and position
2. Describe your position in the organization
a. What are your chief responsibilities and duties?
b. With whom or with what positions do your regularly communicate?
c. What factors tend to facilitate your effectiveness on the job? Give examples
d. What if anything inhibits your effectiveness?
3. What are the major communication strengths of the organization? Be specific
4. What are the major communication weaknesses of the organization? Be specific
5. How would you describe the general communication at BCM?
Given that there are many sub-groups in any organization, now we would like to discuss
communication within these groups.
Direction of Communication
6. How would evaluate the communication from top management?
7. How would you evaluate your minister in terms of openness to new ideas, willingness to
share information, ability to clarify expectations and ability to coordinate the work in the
organization?
8. Describe the chain of commands in the organization and how it operates.
9. What are some communication strengths that the leaders have in regards to you?
10. What are some communication weaknesses that the leaders have in regards to you?
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Since there are sub-groups, we would also like to know how well these groups come together
as a whole organization.
Cohesiveness
11. What do you see as the greatest unresolved problem in the organization?
12. Describe the communication relationship you have between council, life group leaders,
Hampden Sydney students and Longwood Students.
13. How does communication here affect your productivity? Is this typical for others?
14. Do you feel this organization is cohesive?
a. Why do you feel this way?
b. If you believe there is little cohesion can you identify different groups?
c. Do you have any suggestions for improvement?
15. Have there been any significant changes in communication recently?
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