mq uni -summary report aug 08 · title: microsoft powerpoint - mq uni -summary report aug 08...

Voice Project Survey Report (c) Voice Project Pty Ltd & Access Macquarie Ltd – Overview Of Results

March/April 2008

Summary Report ForMacquarie University “Your Say” Survey

High-Level Results


Executive SummaryExecutive Summary


• The 2008 survey of Macquarie University:– Was based on a core set of questions drawn from the Voice Climate

Survey and a number of tailored questions specific to Macquarie University

– Comprised a total of:• 138 agree/disagree questions,• 3 open-ended questions, and• 13 demographic questions

• The survey was conducted using paper and online surveys• Period open: 2.8 weeks

– From March 25th to April 11th

• 1332 usable surveys were returned from approximately 1975 distributed surveys, for a 67% response rate

• Margin of error for the overall sample is approx ±1.2%• Average time to complete survey: 20-25 minutes




• There are several strengths of Macquarie University, including:Staff understand their goals and objectives, and what is required of them in their jobs (82% Fav, 82% Fav Uni Bench, 48%ile Rank), and also understand how their jobs contribute to the overall success of the University (84% Fav, 85% Fav Uni Bench, 53%ile Rank).Staff have good working relationships with their co-workers (90% Fav, 89% Fav Uni Bench, 62%ile Rank), and feel their co-workers give them help and support (85% Fav, 83% Fav Uni Bench, 61%ile Rank). Staff also feel they work well as a team with their co-workers (84% Fav, 81% Fav Uni Bench, 60%ile Rank). Staff have confidence in the ability of their co-workers (81% Fav, 78% Fav Uni Bench, 68%ile Rank).Staff like the kind of work they do (86% Fav, 86% Fav Uni Bench, 77%ile Rank).Staff believe sexual harassment is prevented and discouraged (85% Fav, 88% Fav Uni Bench, 42%ile Rank).Staff believe they have adequate autonomy in their work (84% Fav).Staff believe in the work done by Macquarie University (80% Fav,80% Fav Uni Bench, 63%ile Rank).



• Compared to 2006, other strengths include:More staff are aware of the vision senior management has for the future of the University (30% Fav increase), and more staff are aware of the overall strategy in place for the University (29% Fav increase).An increased number of staff believe the way Macquarie University is run has improved over the last year (15% Fav increase).More staff believe senior management keep people informed about what’s going on (15% Fav increase), and also believe senior management are listening to other staff (8% Fav increase).More staff believe their immediate supervisor listens to what they have to say (7% Fav increase), and more staff have confidence in the ability of their immediate supervisor (7% Fav increase). More staff feel their immediate supervisor treats them and their work colleagues fairly (7% Fav increase).An increased number of staff believe their work unit encourages its members to engage in collaborative research (6% Fav increase).More staff believe their co-workers are quick to take advantage of opportunities (6% Fav increase).



• The open-ended text responses demonstrated significant numbers of staff identifying strengths in the areas of :

Beautiful, well-maintained grounds of the University (25% of respondents commenting).Highly skilled staff throughout the University (16%).A convenient location that promotes engagement with local industry (15%).Support and encouragement of research (15%).Flexible and varied courses offered to students that promote a positive learning experience (12%).A willingness to accept innovation, and to progress with changing times (12%).



• Possible areas for improvement include:Many staff believe communication across all sections of the University could be improved (15% Fav, 23% Fav Uni Bench, 9%ile Rank), and many feel knowledge and information could be better shared throughout the University (20% Fav, 27% Fav Uni Bench, 9%ile Rank). Many staff believe there is little co-operation between different sections of the University (24% Fav, 30% Fav Uni Bench, 8%ile Rank).Few staff are satisfied with the way change is handled in the University (20% Fav, 29% Fav Uni Bench, 8%ile Rank). Although increasing noticeably from 2006, some staff still feel the way the University is run has not improved over the last year (41% Fav, 40% Fav Uni Bench, 22%ile Rank). Some staff feel the University could be better at learning from its mistakes and successes (28% Fav, 33% Fav Uni Bench, 11%ile Rank).Some staff feel the policies and procedures for how work is to be done could be clearer (40% Fav, 51% Fav Uni Bench, 11%ile Rank), and also feel that it is not always clear who in the University has responsibility for different roles (30% Fav, 37% Fav Uni Bench, 7%ile Rank). Many staff believe the policies and procedures are not always efficient and well-designed (21% Fav, 33% Fav Uni Bench, 5%ile Rank).



• Possible areas for improvement (cont’d):Many staff believe the university restructure will not have a positive impact on them (29% Fav), or on the university overall (39% Fav).Some staff believe they don’t always have input into everyday decision-making in the University (29% Fav, 38% Fav Uni Bench, 21%ile Rank), nor do they feel they are encouraged to give feedback about things that concern them (47% Fav, 55% Fav Uni Bench, 23%ile Rank). Some staff believe they are not always consulted before decisions that affect them are made (28% Fav, 37% Fav Uni Bench, 18%ile Rank).Many staff believe there is inadequate time and effort spent on career planning (24% Fav, 27% Fav Uni Bench, 27%ile Rank). Many staff also believe they are not given enough opportunities to develop skills needed for career progression (40% Fav, 43% Fav Uni Bench, 34%ile Rank), nor do they feel there are enough opportunities for their careers to progress in the University (36% Fav, 34% Fav Uni Bench, 34%ile Rank).


Executive SummaryExecutive Summary• Compared to 2006, other areas for development include:

Fewer staff believe the technology in the University is kept up to date (10% Fav decrease), and fewer staff believe the University makes good use of technology (8% Fav decrease).Less staff believe there is a commitment to ongoing training anddevelopment of staff (8% Fav decrease), and less staff feel the training and development they have received has improved their performance (7% Fav decrease). Fewer staff believe they are given enough opportunities to develop skills needed for career progression (6% Fav decrease).Fewer staff feel the way their performance is evaluated is fair (7% Fav decrease).Fewer staff believe Macquarie University is innovative (7% Fav decrease).Less staff feel the University is environmentally responsible (7% Fav decrease).Fewer staff believe students are satisfied with the University’s products and/or services (7% Fav decrease).Less staff feel they are given adequate support to achieve their teaching goals (6% Fav decrease).



• The open-ended text responses demonstrated significant numbers of staff identifying the following areas for improvement:

Despite also being identified as a strength, some staff believe that the buildings and parking situation on campus could be improved (15% of respondents commenting).Streamlining policies, and reducing the amount of paperwork in general (12%).Senior management to increase their visibility and approachability to all staff (12%).Upgrading of all technological aspects of the university, to ensure reliable operation (12%).Increased and better-quality communication across the University (11%).



• This report uses statistically derived measures of importance to determine possible priorities for intervention. When examining your performance on issues that appeared to be important, the biggest gaps (and hence possibly the highest priorities) appear to be:

– Improving processes around selection, and identifying the types of people most suited to the University,

– Encouraging the sharing of information throughout the University, whilst also encouraging co-operation across all sections of the University,

– Ensuring all staff are consulted when decisions that impact them are being made, and seeking feedback where necessary,

– Improving the efficiency of policies and procedures,– Assisting staff to manage stress and maintain good emotional health

while at work,– Ensuring Senior Management remain available to staff, and continue to

be perceived as good role models,– Providing teaching staff with adequate support to achieve their teaching

goals.


Guidelines For Interpretation Of Results

Guidelines For Interpretation Of Results


• This report presents information about both performanceand importance for the items and scales within the Voice climate survey

• At the most basic level of reporting for scale and items scores is the commonly used “agreement index”(represented by “% Fav”) that shows the percentage of people who responded favourably (i.e., with either an “Agree” or “Strongly Agree”) to the survey items. Colours are used to indicate whether the percentage is “Low”, “Good” or “Excellent” based on commonly used, but nevertheless arbitrary, cut-offs of “< 50%”, “50-<80%” and “>= 80%” Fav responses

• At the next level, the distribution of responses for each item and scale is shown (i.e., what proportion of respondents gave “Strongly Disagree”, “Disagree”, “Mixed”, “Agree” or “Strongly Agree”)

Performance – How To InterpretPerformance – How To Interpret

SD D M A SA

AgreeDisagree/Mixed

Excellent >=80%Good 50-<80%

Low <50%


• For each item and scale, the percentage of respondents who did not give an answer, or who answered “Not applicable” is shown in the column labelled “%N/A”. Analyses on all items and scales did not include these responses

• For each item and scale, a “mean” is also shown. The mean is the average score on the 1-to-5 scale where 1 = “Strongly Disagree” and 5 = “Strongly Agree”

• The % Fav statistics are shown using the same colours described on the previous page

• The Uni % Fav statistic shows the average percentage of respondents who responded favourably (i.e., with either an “Agree” or “Strongly Agree”) to the survey items in our University database.

Performance – How To InterpretPerformance – How To Interpret

%N/A Mean % Fav

0% 4.0 78%2% 3.8 68%2% 4.3 86%0% 4.4 90%0% 4.5 94%0% 3.3 25%1% 3.5 63%0% 4.2 85%1% 4.2 84%1% 3.9 76%3% 3.5 58%0% 4.3 91%2% 3.8 78%0% 3.9 34%0% 3.6 63%0% 4.2 90%

Aust Uni

% Fav

Bench

56%65%79%73%81%42%60%65%56%70%50%83%73%26%53%68%


• The Passion Index is the average of the three scales:

– Organisational Commitment– Job Satisfaction– Intention To Stay

• The Progress Index is the average of the three scales:

– Organisation Performance– Change & Innovation– Student Satisfaction

Indices – How To InterpretIndices – How To Interpret

PassionIndex

JobSatisfaction

JobSatisfaction

IntentionTo Stay

IntentionTo Stay

OrganisationalCommitment

OrganisationalCommitment

ProgressIndex

StudentSatisfaction

StudentSatisfaction

OrganisationPerformanceOrganisationPerformance

Change &InnovationChange &Innovation


• When reporting the scores for the scales and items, we also extract the following subsets of items/questions to highlight some key results:– Top 10 and Bottom 10 Items on % Fav – Top 10 and Bottom 10 Items Compared to

University % Fav Bench– Top 10 and Bottom 10 Items on %ile Rank– Top 10 and Bottom 10 Changes compared to

2006 % Fav– Top 10 Gaps for Performance vs Importance– Top 10 Items Impacting Passion– Top 10 Items Impacting Progress

Top 10 & Bottom 10 ItemsTop 10 & Bottom 10 Items

Top 10 Items on % Fav

94 I am aware of the mission of this organisation

84 I am aware of the salary packaging options that are available

6 I am aware of the established Core Values of this organisation

29 I understand how my job contributes to the overall success of this organisation


Your ResultsYour Results


Excellent >=80% >=80% Legend >=80%Good 50-<80% 50-<80% SD D M A SA 50-<80%

Low <50% <50% <50%MQ MQ Aust Uni

%N/A Mean 2008 2006 % Fav% Fav % Fav Bench

PerformanceOverview

PerformanceOverview

Scale ScoresPASSION 10% 3.9 71% 73% 72%- Job Satisfaction 8% 4.1 78% 78% 78%- Organisational Commitment 9% 3.9 73% 75% 74%- Intention to Stay 13% 3.7 61% 65% 63%

PROGRESS 20% 3.3 50% 51% 53%- Change & Innovation 18% 2.9 32% 29% 38%- Student Satisfaction 24% 3.5 56% 59% 61%- Organisation Performance 18% 3.6 62% 65% 60%

Leadership 6% 3.4 52%Organisational Direction 3% 3.7 66% 45% 56%Organisational Purpose 4% 4.1 77% 78% 77%Ethics 5% 3.7 67% 71% 70%Results Focus 2% 3.7 67% 62% 65%Cross-Unit Cooperation 5% 2.5 20% 19% 27%Communication Methods 7% 3.5 58%Participation & Involvement 3% 2.8 35% 35% 43%Supervision 2% 4.0 72% 66% 71%Recruitment & Selection 8% 3.1 37% 36% 44%Learning & Development 5% 3.2 46% 51% 52%Career Opportunities 7% 2.9 34% 36% 35%Role Clarity 2% 4.1 80% 80%Performance Appraisal 16% 3.3 52% 56% 54%Rewards & Recognition 7% 3.4 57% 57%Processes 6% 2.8 31% 31% 40%Resources 5% 3.4 55% 57% 59%Technology 7% 3.0 41% 48% 54%Facilities 14% 3.0 41% 37% 47%Workload 6% 2.9 37% 38% 38%Research 42% 3.7 65% 62% 57%Teaching 53% 3.7 66% 70% 63%Community Engagement 44% 3.4 54% 53% 51%Entrepreneurship 51% 3.0 39% 40% 40%Diversity 13% 3.9 70% 69% 72%Safety 12% 3.8 70% 69% 67%Work/Life Balance 8% 3.6 64% 64%Wellness 7% 3.3 53% 52% 53%Teamwork 8% 4.3 86% 82% 84%Talent 9% 4.1 78% 74% 75%Motivation & Initiative 12% 4.0 73% 68% 71%University Restructure 30% 3.1 34%Sustainability 30% 3.3 50%

PerformancePerformance




105.

I have good working relationships with my co-workers

8% 4.4 90% 87% 89%

115.

I like the kind of work I do 8% 4.3 86% 85% 86%

88.

Sexual harassment is prevented and discouraged

15% 4.3 85% 86% 88%

106.

My co-workers give me help and support

8% 4.3 85% 80% 83%

44.

I understand how my job contributes to the overall success of Macquarie University

2% 4.2 84% 86% 85%

107.

My co-workers and I work well as a team

9% 4.2 84% 78% 81%

46.

I have enough autonomy in my day to day work

2% 4.2 84% 85%

43.

I understand my goals and objectives and what is required of me in my job

2% 4.1 82% 82% 82%

108.

I have confidence in the ability of my co-workers

8% 4.2 81% 77% 78%

14.

I believe in the work done by Macquarie University

3% 4.2 80% 82% 80%






9.

I am aware of the vision senior management has for the future of Macquarie University

3% 3.8 70% 40% 53%

11.

I am aware of the overall strategy senior management has for Macquarie University

3% 3.6 61% 33% 47%

75.

Research by co-workers within my work unit is of a high quality

44% 4.0 73% 69% 62%

81.

I am given enough support to evaluate my teaching effectively

56% 3.6 64% 67% 55%

76.

My work unit encourages its members to engage in collaborative research

42% 3.8 69% 62% 60%

7.

My Head of Department/Manager keeps people informed about what's going on

5% 3.8 68% 61%

80.

I am encouraged to evaluate my teaching

55% 4.1 79% 79% 71%

8.

My Head of Department/Manager listens to other staff

6% 3.8 68% 62%

112.

My co-workers are quick to take advantage of opportunities

14% 4.0 73% 67% 67%

74.

Research is regarded favourably within my work unit

39% 4.1 78% 77% 73%

Top 10 Items Compared to Uni % Fav Bench

Top 10 Items Compared to Uni % Fav Bench






9.

I am aware of the vision senior management has for the future of Macquarie University

3% 3.8 70% 40% 53%

11.

I am aware of the overall strategy senior management has for Macquarie University

3% 3.6 61% 33% 47%

125.

The way Macquarie University is run has improved over the last year

19% 3.0 41% 26% 40%

3.

Senior management keep people informed about what's going on

2% 3.3 49% 34% 43%

4.

Senior management listen to other staff

11% 2.9 34% 26% 34%

31.

My immediate supervisor listens to what I have to say

2% 4.0 75% 67% 74%

30.

I have confidence in the ability of my immediate supervisor

2% 3.9 70% 63% 70%

33.

My immediate supervisor treats me and my work colleagues fairly

1% 4.0 73% 66% 71%

76.

My work unit encourages its members to engage in collaborative research

42% 3.8 69% 62% 60%

112.

My co-workers are quick to take advantage of opportunities

14% 4.0 73% 67% 67%

Top 10 Increases on 2006 % Fav

Top 10 Increases on 2006 % Fav






21.

There is good communication across all sections of Macquarie University

5% 2.4 15% 14% 23%

22.

Knowledge and information are shared throughout Macquarie University

4% 2.5 20% 19% 27%

124.

Change is handled well in Macquarie University

14% 2.6 20% 22% 29%

60.

Our policies and procedures are efficient and well-designed

7% 2.6 21% 22% 33%

23.

There is co-operation between different sections in Macquarie University

5% 2.7 24% 23% 30%

40.

Enough time and effort is spent on career planning

9% 2.6 24% 23% 27%

127.

Macquarie University is good at learning from its mistakes and successes

24% 2.8 28% 25% 33%

29.

I am consulted before decisions that affect me are made

2% 2.6 28% 29% 37%

27.

I have input into everyday decision-making in Macquarie University

6% 2.6 29% 32% 38%

134.

The university restructure will have a positive impact on me

31% 2.9 29%

Bottom 10 Items on % Fav

Bottom 10 Items on % Fav






64.

The technology used in Macquarie University is kept up-to-date

6% 2.9 38% 49% 55%

65.

Macquarie University makes good use of technology

7% 3.0 40% 48% 54%

126.

Macquarie University is innovative 16% 3.1 38% 45% 51%

60.

Our policies and procedures are efficient and well-designed

7% 2.6 21% 22% 33%

58.

There are clear policies and procedures for how work is to be done

5% 3.1 40% 42% 51%

35.

Managers in Macquarie University know the benefits of employing the right people

9% 3.2 44% 45% 54%

27.

I have input into everyday decision-making in Macquarie University

6% 2.6 29% 32% 38%

29.

I am consulted before decisions that affect me are made

2% 2.6 28% 29% 37%

66.

Staff in Macquarie University have good skills at using the technology we have

8% 3.2 45% 46% 53%

28.

I am encouraged to give feedback about things that concern me

2% 3.2 47% 44% 55%

Bottom 10 Items Compared to Uni

% Fav Bench

Bottom 10 Items Compared to Uni

% Fav BenchExcellent >=80% >=80% Legend >=80%

Good 50-<80% 50-<80% SD D M A SA 50-<80%Low <50% <50% <50%

MQ MQ Aust Uni%N/A Mean 2008 2006 % Fav

% Fav % Fav Bench



64.

The technology used in Macquarie University is kept up-to-date

6% 2.9 38% 49% 55%

38.

There is a commitment to ongoing training and development of staff

3% 3.3 52% 60% 57%

65.

Macquarie University makes good use of technology

7% 3.0 40% 48% 54%

39.

The training and development I’ve received has improved my performance

8% 3.3 49% 57% 57%

49.

The way my performance is evaluated is fair

19% 3.4 53% 60% 58%

126.

Macquarie University is innovative 16% 3.1 38% 45% 51%

17.

Macquarie University is environmentally responsible

5% 3.6 62% 69% 65%

130.

Students are satisfied with our products and/or services

29% 3.4 51% 58% 59%

77.

I am given enough support to achieve my teaching goals

54% 3.2 51% 57% 50%

41.

I am given opportunities to develop skills needed for career progression

6% 3.0 40% 46% 43%

Top 10 Decreases on 2006 % Fav

Top 10 Decreases on 2006 % Fav






Summarised Open-Ended Responses

Summarised Open-Ended Responses


Three open-ended questions were asked:

1. Q139 List the three greatest strengths of Macquarie University

2. Q140 List three ways Macquarie University could be improved

3. Q141 What impact do you believe the university restructure will have on your job and/or the university as a whole?

• The following pages summarise the themes arising from these open-ended questions and provide example responses

• See Part 2 of the report for a listing of open-ended responses sorted by Division.

Open-Ended ResponsesOpen-Ended Responses


Q139 List the three greatest strengths of Macquarie University

Overall, 64% of respondents answered this question

A. Facilities 25%B. Talent 16%C. Location 15%D. Research 15%E. Student Satisfaction 12%F. Change and Innovation 12%


Percentage Of RespondentsCommenting On The Issue

Most Common IssuesCommented On


Strength A: Facilities (25%)• Beautiful environment in which to work• The campus is in a beautiful setting• Pleasant work environment• Beautiful grounds enhance the learning environment• Attractive campus• Great common grounds• Pleasant leafy campus• Campus and surrounds• Open space on campus• Amenities/grounds/atmosphere• Its biophysical environment• Peaceful surroundings• Facilities and equipment are superb in my area• Campus aesthetics• Parklike grounds



Strength B: Talent (16%)• Great support staff• Good staff in research and teaching• Its staff (general and academic)• The professionalism of its academic staff• A significant proportion of its people• There remains many talented individuals amongst both continuing and new

staff who value public tertiary education• We have (on the whole) quality staff• Competence of our team• Lots of talented staff• Good people in most faculties• Talent of staff• Untapped talent in the staff• Some great Academics, who are best in their profession and willing to serve

the students to the best of their capacity



Strength C: Location (15%)• The location in Sydney and better transport• With the new railway almost completed, the University is brilliantly located• Its location within the growing technology and commercial sector is incredibly

fortunate and the best opportunity for any university I know of• Its close proximity to transport• Well-positioned with economic resources and geographic location• Campus position in relation to existing and potential business partners• Proximity to local business community• Geographical location• Close to shops and transport• Location away from the city• Location within 'corporate zone' and proximity to railway and M2• Close access to companies• Adjacent to shopping centre• Accessibility for North shore position



Strength D: Research (15%)• Its research superstars e.g. biologists• Support for research• Good in research• Quality teaching and research• Research excellence in certain areas• Commitment to developing research excellence• High grade researchers• The standard of research in some departments• Internal research support• Support for strong, independent research groups• Its move towards a research focus. This is a real strength and why I like being

here• Research focus and aspiration to grow research• Integrative approach to research• Very strong research profile in several key areas



Strength E: Student Satisfaction (12%)• Positive relationship between staff and students• Good education programmes• Personalised treatment of students• Variety of courses• It gives students first class access to information• Kindly to students• The opportunities the university offers students• Commitment to student support• High standard of education• Personal approach with students• Terrific undergraduate learning environment• Its appeal to overseas, full fee-paying students• Broad opportunities for study• Commitment to improve student learning• Quality student education



Strength F: Change and Innovation (12%)• Recognition that change is needed• Innovative ideas• Progressive thinking• Young and flexible for change• MQ is looking to change, become more 'professional', more outcome oriented• Always trying to improve• Flexible (able to modernise itself and move with the times)• Willingness to change to improve• Innovative outlook• The nature of change that is occurring• Working towards being more innovative and professional• Willingness to evaluate what it means by 'innovative‘• Targeting innovation• Willingness to change to meet 21st century realities• The aim (of the University) to be innovative encourages innovative thinking



Q140 List three ways Macquarie University could be improved


A. Facilities 15%B. Processes 12%C. Leadership 12%D. Technology 12%E. Cross-Unit Cooperation 11%



Most Common IssuesCommented On


Improvement A: Facilities (15%)• Upgrading work environment and facilities• Modernised buildings• Fix the transport/parking problem for staff• Upgrade buildings• Better traffic flow within the campus• Better parking accessibility, more available university transport for work use• Protection of open space areas from further development• Modernise of teaching/research facilities• Stop leasing car parks to business park companies• Better climate control in some buildings - hard to teach when stifling hot• Allow some of the little-used car-parking spaces to be accessible to more

academic staff; e.g., after 11:00am• Temperature control to 25°C. The productivity loss is staggering• By keeping all of its green space and not building too many buildings• Bring all teaching facilities up to the standard of our best theatres



Improvement B: Processes (12%)• Improved support for policy interpretation• Streamlined processes (e-copies, not paper)• Improved system for recruiting overseas students• Inefficient policies, such as using only two travel agencies when we travel

overseas, even though outside agencies offer much less expensive prices for tickets

• Having more transparent policies• Improve the archaic paper systems• Gradual and consistent policy development - not wild swings of new passions

that are later abandoned• Streamlining of overwhelming, stifling bureaucracy which slows every

decision• Cutting amount of reporting and paperwork• Less forms to fill in that may or may not be used• Better record-keeping



Improvement C: Leadership (12%)• More face-to-face interaction between senior management and staff• Communication channels between senior management and staff• More effective senior management who remembers students are students,

not revenue• Management needs to become really involved with staff and listen to what

they say• Ensure that managers (especially Deans) can actually lead, manage and

communicate with their staff• More transparency from senior management• Friendlier and warmer behaviour from senior management• More communication from top down• Reduce silos of power• Senior management should listen to academics• Manage for excellence not for 'box ticking' and 'bean counting‘• Better management communication to general staff



Improvement D: Technology (12%)• Greater stability in the IT environment• Update technical facilities• IT that works• Less computer down-time on Fridays, including email and Blackboard• Upgrade of computer-based systems (HRIS, MRS, Telephony, etc)• More wireless areas for students• Using technology better• Make the MQ wireless network easy to access. I don't think anybody in my

division knows how to• Better communication with ITS• More efficient email system• Improve IT services enormously• Better technology support - the email system is woeful with no support for

Mac users



Improvement E: Cross-Unit Cooperation (11%)• Greater interaction between, and support from, all areas of the university• Be more corporate via increased co-operation between divisions/offices• More communication within the structure of the university• More/better communication between divisions etc• Better communication within and across schools/divisions/departments/offices• Better communication across campus• Greater inter-department and divisional cooperation• More communication and transparency in dealing with questions posed to MQ

offices• Change in attitudes of staff to be able to communicate more and adapt to

change better• Encourage greater collaboration across divisions/departments/admin• Improved opportunities to learn from each other i.e. sharing best practice• Internal communications



Q141 What impact do you believe the university restructure will have on your job and/or the university as a whole?


A. Positive Impact on University 18%B. Negative Impact on University 14%C. Negative Impact Personally 12%D. Positive Impact Personally 5%



IssuesCommented On


Impact A: Positive Impact on University (18%)• Provide impetus and focus for future development• Creates an opportunity to be more effective• More efficient and greater cohesion• Improvements in communication, more effective systems of management and

innovative leadership• Simpler structure - easier for students to understand• Will hopefully reduce barriers to intra-organisational communication, reduce

waste and support cultural change• It will deliver a more streamlined faculty structure• Make the disciplines more obvious to outside• New location of our department makes more sense• Should be good overall for the University because it will lead to a more

rational grouping of teaching and research work units• Productivity may increase overall• It should renew the University



Impact B: Negative Impact on University (14%)• Having been through two restructures, I doubt it will have any major effect on

academic staff but will primarily affect general staff morale• Increased level of bureaucracy, time wasted on filling out forms, less

responsive structure• Breaking up well-functioning units and re-combining them caused a great deal

of anxiety• Decreased productivity for a time afterwards as people readjust• For the university, a lot of expense changing printed and web based material• Combining departments and reducing courses is likely to increase tensions

between some people and make the settling down period difficult• Within the university, the goals and strategies are too poorly defined to

measure progress• The major changes taking place add more work and confusion• The university will lose its unique features arising from its previous student-

friendly orientation• There is a fear of job losses and a reduction in unit offerings, neither of which

benefit students or staff



Impact C: Negative Impact Personally (12%)• Increased work load, more pressure• My job will be very different in a negative way after restructuring• I will probably end up with a position I do not want because powers that be

will not listen to the people who actually do the work• My paid hours have been decreased from 20 hours per week to 2 hours per

week• I may lose my job• Restructure is unsettling due to unknown outcomes• I think it may move me out of the place and position I'm in now and may

increase my workload to an unmanageable level• It makes me wonder whether I will still have my job• I think my work conditions will erode as there will be fewer funds for my

research• It will put more pressure on my job; the work load will increase but there is a

possibility of getting less pay or termination of contract



Impact D: Positive Impact Personally (5%)• I think that processes will be streamlined and improved• More compact, easier to communicate• All staff need to be accountable for their actions and I'm pleased to be

accountable for my decisions• Provided me with a new Director• Positive impact if given adequate resources/supports to perform my job in line

with increased student numbers• Hopefully making my job easier (i.e. instead of having to deal with 13

Divisional contacts, only 4 in the future)• As a result of the restructure more resources have been allocated to my area

of work• It can only be positive and more efficient• Opportunity to combine further development and also work up through my

department• It has offered me greater opportunities


mq uni -summary report aug 08 · title: microsoft powerpoint - mq uni -summary report aug 08...

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