Continuous Quality Improvement Master Plan
Chapter 4 - Enabling Environment
Vision
OPP's everyday work environment is one where goals are clearly communicated, and employees understand their roles and responsibilities in accomplishing the organizational goals.
The organization functions as a team and employees enjoy coming to work. OPP is viewed as the employer of choice by our employees, both current and potential.
Employees focus on the process, share information, and encourage leadership, innovation, and quality improvement in accordance with the Zenger-Miller Basic Principles, the OPP Guiding Principles, and the new system of behavior outlined in Appendix C.
Current Assessment
Based upon the OPP portion of the 1996 Penn State Faculty/Staff employee survey, the conclusions are:
- Today's environment is one in which employees feel good about their individual performance.
- Pride and commitment seem related to job position.
- Communication is poor between management and employees. Confusion exists as to the organization's goals and the employees' roles in achieving the goals.
- Our future effectiveness will be determined by our structure, reorganization, performance, CQI implementation, and the ability to communicate with our employees.
Actions
- All employees will practice the new behavior which consists of:
- Amnesty
- Trust
- Active Listening
- Respect
- Honesty
- Ethics
- Integrity
- Coaching
- Motivating
- Helping
- The ESG will develop and include a measurable element on CQI in the Unit-Specific Factors section of the Staff Review and Development Plan for staff and in the Annual Performance Appraisal for Technical-Service Personnel.
- Management will provide more opportunities through effective delegation and empowerment so that achievement can occur, providing more opportunities for recognition.
- The ESG will conduct an annual climate survey to measure progress in achieving the new behavior.
- Management will ensure that selection criteria for all employees will include CQI commitment.
- Management will require work efforts to be team-based, and that CQI principles be applied to meetings.
- The ESG will implement training for the team leaders, team members, and facilitators with the aid of the training department as outlined in Chapter 6.
- The AVP/Deputy and directors will implement changes in budgets to provide adequate resources and training environments as outlined in Chapters 6 and 9.
- Management and team leaders will recognize team accomplishments and publish results to gain maximum exposure.