Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that c

And so it goes on.

These are the sort of thoughts that start to play on the minds of individuals when a company loses touch with their employees; the broken chair, the lack of appreciation, the blaming of 'management', even questioning the futility of what they are doing. Minor problems fester and a cynical and destructive mindset develops. Can you be sure that it isn't going on right now in your organisation?

Social events outside the office become nothing more than a forum for complaints and negativity grows among people who feel powerless to effect change. Dissatisfaction will often synthesise into a demand for an increase in remuneration, as though like a cheap fix more money will momentarily lessen the pain.

Left by management, undiscovered and unaware, the concern's of this employee will inevitable find solace with their colleagues own individual concerns, where the only common demand will be for an increase in remuneration, more paid holidays and a reduction in working hours, all of which will not fix the broken chair, ensure that new personnel are in future properly introduced, trained and managed nor help management identify areas of inefficiency.

Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that cr

I went for a drink with some of the guys last night after work. No one is happy and Sally from Accounts says that she has just about had enough and is thinking of asking for a rise and if they don't give it to her she is going to quit.

The management here just don't have a clue, we are haemorrhaging money through our inefficiencies and they think that sending out memo's telling us that they are introducing new procedures for claiming expenses is going to make a difference – whoopee do.

I think I'll ask for a pay rise, if Sally from Accounts can get one I can.

And so it goes on.

These are the sort of thoughts that start to play on the minds of individuals when a company loses touch with their employees; the broken chair, the lack of appreciation, the blaming of 'management', even questioning the futility of what they are doing. Minor problems fester and a cynical and destructive mindset develops. Can you be sure that it isn't going on right now in your organisation?

Social events outside the office become nothing more than a forum for complaints and negativity grows among people who feel powerless to effect change. Dissatisfaction will often synthesise into a demand for an increase in remuneration, as though like a cheap fix more money will momentarily lessen the pain.

Left by management, undiscovered and unaware, the concern's of this employee will inevitable find solace with their colleagues own individual concerns, where the only common demand will be for an increase in remuneration, more paid holidays and a reduction in working hours, all of which will not fix the broken chair, ensure that new personnel are in future properly introduced, trained and managed nor help management identify areas of inefficiency.

Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that c

And so it goes on.

These are the sort of thoughts that start to play on the minds of individuals when a company loses touch with their employees; the broken chair, the lack of appreciation, the blaming of 'management', even questioning the futility of what they are doing. Minor problems fester and a cynical and destructive mindset develops. Can you be sure that it isn't going on right now in your organisation?

Social events outside the office become nothing more than a forum for complaints and negativity grows among people who feel powerless to effect change. Dissatisfaction will often synthesise into a demand for an increase in remuneration, as though like a cheap fix more money will momentarily lessen the pain.

Left by management, undiscovered and unaware, the concern's of this employee will inevitable find solace with their colleagues own individual concerns, where the only common demand will be for an increase in remuneration, more paid holidays and a reduction in working hours, all of which will not fix the broken chair, ensure that new personnel are in future properly introduced, trained and managed nor help management identify areas of inefficiency.

Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that c

Left by management, undiscovered and unaware, the concern's of this employee will inevitable find solace with their colleagues own individual concerns, where the only common demand will be for an increase in remuneration, more paid holidays and a reduction in working hours, all of which will not fix the broken chair, ensure that new personnel are in future properly introduced, trained and managed nor help management identify areas of inefficiency.

Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that c

Organisations have a habit of compartmentalising people, either physically through offices, cubicles and workstations but also in terms of responsibility. With effective and strong management to support this structure it can be productive, but as an organisation grows, and weak or inappropriate management infiltrates the management chain, it is inevitable that cracks will begin to appear.

From the top down all can appear rosy in the corporate garden as the weak and inappropriate manager reports that all is well in the engine room, oblivious to the fact that their coal stocks might be dwindling.

Experience shows us that relying on a limited number of indicators gives a skewed perspective just like a person with only one eye has difficulty judging distance. Good management will therefore establish procedures that sample the mood throughout the organisation from different perspectives providing a rounded picture.

The benefits of establishing good, frequent and extensive communication channels are both direct and indirect.

A senior management team that is known to have their ear to the ground will command great respect and will keep middle managers from becoming complacent knowing that they can no longer dismiss the senior managers searching "How is everything going?" question with a glib "Fine"; In my book if someone says "fine" you have to ask if they really know what is going on.

Most principals of organisation will not have the luxury of spending time walking the floor and discussing the issues of individuals but through online surveys they can achieve the same benefits.

Online surveys are the perfect mechanism for establishing effective employer/employee communications. Using a survey hosting service like www.surveygalaxy.com they can now be created and published with ease and speed.

Using the internet and intranet surveys can be deployed in seconds, easily completed by employees and results can be displayed in real time allowing 'problems' and common themes of dissatisfaction to be identified early.

Online employee satisfaction surveys have the ability to get to the heart of an organisation, confirm not only that the engine room is working but that there is sufficient coal in the bunker.

The benefits that online surveys bring are considerable, not only are the real issues identified, but employees feel that their voices are being heard and that their views, right or wrong, have a forum.

Online surveys won't in themselves reso