. n sun.“ "I - 4-,.-(m

 

(
l'
\t
:
.

 

 

 

 

 

ru -4... w n

.4..._

.u-

 

 

‘3:

‘.
1.

 

 

w?“ ‘ ‘ ‘ > b ' ' . m-o “5.:
.. , a . . . . m I" ..
H, ‘ ~ ’ ‘ ' ‘ .m s:
I I I ’ 1" ~ . II I. '5- I My hr. fix}?

' » vi
'1 ‘5 31:: '3‘ ‘7.- .. 12f
. ..., ‘xm:c..?w a“: 2:1 . ,
« :‘1‘¢rg‘;\9& “3‘34. "‘ ‘2” V c Luna“ 'Ll't . a“ ‘
I” : Arr"; "V." ' V. . I -;- > :v
’“" ’ ’WQ‘ ~ “132.2,;fimfl “i.
' I! A

M l ‘ , o
;.,'.L~’~5w d}?
u x~‘.‘ ‘9

.r 1.
lil

.
\- ~\ .-

236 - .
in.

352%"

If.

“X
up"
. rm 'u‘ ' i >
‘ I g..&J-v\ vvq
‘5 .u .m
‘ ‘A . .
| "'33." mm“ ,‘ , n, ‘1
‘ :I' q

- a
r.-
..‘..L.u1§;.-“
‘ ‘ WW“ ‘

3v “3““
u 4'! I ' \‘ "u Emma—*4 n- x
m" ‘ ‘ . _ " “‘ “7‘ p.~sr~ dry-x.ftl<
‘3‘ ~ ‘1; h. w :53" tgh-f‘Q-Lu'iva
RV ' Vi “"" ‘ 23kg: amt“ .
a.» .3”; ~..
4...: wJLu

m1: ..

.l. “0.“

. muuulu
\«r

.6 9'? ‘
.A _ ....
Raw”.

"’ Jiflik‘
straw)
" 3.1".

{A}

16.1? :3
~ i. y'

' 'L
:u'rv niu' - m .
4 At, a?

f
v

r. -4.

Y1

M.
3"».
. g r

.1

 

n, p4,. ,7

 

 

 

 

 

rm Arr-
. < o

 

 

 

mill:llgylmlmumummmmmunm

1055 1798

This is to certify that the
thesis entitled

Communication and Working Relationships with
University Facilities Management Teams as

Perceived by University Interior Designers
presented by

‘ Nancy E. Van Over

has been accepted towards fulfillment
of the requirements for

__JLA_ degree in Wesign

 

 

Major profe or

DateW

0-7639 MS U is an Affirmative Action/Equal Opportunity Institution

 

 

 

LIBRARY
Michigan State
University

 

 

 

PLACE lN RETURN BOX to remove this checkout from your record.
TO AVOID FINES return on or before due due.

  

DATE DUE DATE DUE DATE DUE

 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Ll

MSU Is An Affirmative ActiorVEquei Opportunity Institution
W, W

 

 

COMMUNICATION AND WORKING RELATIONSHIPS WITH UNIVERSITY
FACILITIES MANAGEMENT TEAMS AS PERCEIVED BY
UNIVERSITY INTERIOR DESIGNERS

BY

Nancy E. Van Over

A THESIS
Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF ART

Department of Human Environment and Design

1992

\N
\J N.

V'i‘

%\_
\c

ABSTRACT
COMMUNICATION AND WORKING RELATIONSHIPS WITH UNIVERSITY

FACILITIES MANAGEMENT TEAMS AS PERCEIVED BY
UNIVERSITY INTERIOR DESIGNERS

BY

Nancy E. Van Over

The purpose of this study' 'was to investigate
university' interior designers perceptions of facilities
management team communication patterns and how they affect
the working relationship of the team. Variables included
point of involvement, regularly scheduled meetings,
communication flow, role clarity and information seeking.
The way in which these variables are implemented determines
if the designer perceives the working relationship of a
project to be successful or problematic.

Data for this study were collected through a survey
instrument administered to members of the Association of
University Interior Designers (AUID) and their university
facilities planners.

Findings of the study revealed that when the designers
were brought in early and had regularly scheduled meetings,
76% of the designers perceived their communication with the
facilities management team to be reciprocal producing ease
of information seeking and a successful working

relationship.

ACKNOWLEDGEMENTS

I would like to extend my appreciation to several
advisers, friends and family members for their constant help
and encouragement throughout this study.

The first group of people consist of my Masters
committee. My major professor, Roberta Kilty-Padgett; Dr.
Ann Slocum and Dr. C. Robert Snyder. I would also like to
thank at this time Dr. Timothy J. Springer, for his
encouragement and support, and Dr. Deborah Poole for her
direction and assistance in the analysis of my data.

I would like to extend special appreciation to three
dear friends who were always there to lend an ear and a
boost of moral; Gail Schmidt, Kristen Hoyt and Katheleen
Parish-Peterson. I would also like to thank all of my
students who were a continual incentive to me for the
completion of my degree.

Lastly I would like to acknowledge my family, with
love, who may have endured more then I through out this
process. Richard Van Over, my loving husband; our three
beautiful children, David, Lauren and Sara; my thoughtful
mother-in-law, Elizabeth Van Over; and my caring parents
Bonnie and Glenn Potter.

iii

TABLE OF CONTENTS

Page

ACKNOWLEDGEMENTS ........................................ iii

LIST OF TABLES ........................................... vi

LIST OF FIGURES ......................................... vii
Chapter

I. INTRODUCTION .................................... 1

Statement of the Problem ........ . ............. 1

Research Objectives ........................... 2

Justification ................................. 2

Assumptions... ................................ 3

Conceptual Framework... ....................... 4

II. REVIEW OF LITERATURE ............................ 6

Interpersonal Communication ................... 6

Conflict and Role Ambiguity ................... 7

Role ......... ........... ..... . ................ 9

Communication Patterns........ ...... .........10

Information Seeking .......................... 11

Organizational Culture and Network Analysis..14

III. METHODOLOGY AND PROCEDURES ..................... 18

Research Design ............................ ..18

Assumptions.......... ...................... ..18

Research Objectives .......................... 18

Methodology.............. .................... 19

Questionnaire ............................... 19

Sample Selection ............................ 21

Data Collection ............................. 21

Operational Definitions... ............... ...22

Conceptual Definitions ...................... 23

Hypotheses and Statistical Analyses .......... 24

Group 1 ............. . ....................... 24

Group 2 ............ . ........................ 25

Group 3 ..................................... 26

Group 4 ..................................... 26

Group 5 .................................... .26

iv

IV. RESULTS AND ANALYSIS OF FINDINGS ............... 28

Introduction ................................. 28
Results of Statistical Analyses .............. 29
Group 1 Hypotheses............ ............. .29
Group 2 Hypotheses .......................... 34
Group 3 Hypothesis .......................... 39
Group 4 Hypotheses. ......................... 42
Group 5 Hypotheses .......................... 44
V. SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS ...... 50
Summary of Research Methodology and
Data Analysis ............................... 50
Summary of Findings .......................... 54

Communication Patterns of Facilities
Management Team Projects, from the

Perspective of the Interior Designer ...... 54
Perceived Successful and Problematic
Project Management ....................... 55

Role Clarity Within a Facilities

Management Team and Perceived

Communication Patterns..... ............... 56
The Interior Designers Perceived Level

of Role Clarity and The Information

Seeking Process .......... . . .............. 56
The Interior Designers perception of

Communication Flow with the Facilities

Management Team Members and Information

Seeking ................................... 57

Overlapping Role Responsibilities ........... 57

Conclusions .......... ..... ......... . ........ .58

Limitations .................................. 59
Recommendations .............................. 60

LIST OF REFERENCES ....................................... 64
APPENDIX ................................................. 67
Questionnaire ................................ 67

Table
4.1

LIST OF TABLES

Page
Cochran Q Test for Communication Flow of the
Facilities Management Team from the Interior
Designers Perspective ......... . ...... ...... ..... 31

Chi-Square Test for Point of Working
Communication Patterns for Perceived Successful
Project........ ........ .. ..... ..................33

Chi-Square Test for Point of Working
Communication Patterns for Perceived Problematic
PrOject ......... 0...... 0000000000 .00.... ..... 0.033

Wilcoxin Test for Interior Designers Point of
Involvement ..................................... 35

McNemar Binomial Test for Regularly Scheduled
Progress Meetings...............................37

Wilcoxin Test for Successful and Problematic
Projects and Progress Meetings..................38

One-way Repeated Measures ANOVA for Meeting
Clients Needs...... ....................... ......39

Summary of Multivariate Analysis of Variance for
Role Clarity and Communication Patterns in
Perceived Successful and Problematic Projects...41
Correlation Between Interior Designers and
Facilities Management Teams Role Clarity and
Finished Job Rating ............................. 43

Summary of Hypotheses Testing..... .............. 53

vi

LIST OF FIGURES

Conceptual Framework for a Facilities
Management Working Relationship................5

Communication Patterns from the Interior
Designer’s Perspective.. ........ .... .......... 30

Interior Designer’s Point of Involvement ........ 35

Overlapping of Job Responsibilities
and Communication.............................48

Attributions of Communication Problems..........49

vii

CHAPTER I

INTRODUCTION

Many issues face the Interior Designer in the 1990's:
housing for the homeless, licensing, adaptive reuse,
building/safety codes, and intelligent buildings to name a
few. The key correlation among these issues is the
designer's ability to identify and communicate both the
problems and the solutions.

Working with a facilities management team, the designer
needs to keep the channels of communication open with all
members. This is not always easy. Many factors, dealing
with both individual personalities as well as organizational
culture, play a part in making up the role set of a given

Facilities Management team.

W
In the area of contract design, whether it be corporate
or institutional, the interior designer must have the
communication skills to work with interprofessional groups
of people making up a facilities management team. The
interior designer must relate to each professional on both a
group basis, and a one-to-one basis. This relationship is

described as interpersonal communication (Deutsh, 1969).

The perceived effectiveness of this communication may affect
the perceptions of the working relationships within the

team.

W

The overall intent of this study is to determine how
working relationships are affected by the communication
patterns of university facilities management teams from the
interior designer’s perspective. The research objectives
for this study are (1) to identify the communication
patterns of the facilities management team as perceived by
the university interior designer. (2) to identify the
designer’s perceived successful or problematic communication
patterns with university facilities management teams in
terms of project management. (3) to identify the impact of
role clarity on communication patterns perceived by the
interior designer, (4) to identify the impact of role
clarity on the information seeking process, and (5) to
identify the impact of perceived communication patterns on

the information seeking process.

I |.£. Ii
Much has been published and taught about the communication
process between the designer and the client, but little has
been directed toward the designer and the facilities
management team. This study focuses on the interior

designer’s perception of the effect of power struggles, role

3

expectations, and role clarity on the working relationship
of a facilities management team and project outcome. By
defining and analyzing some of the conunon communication
patterns of successful and problematic working
relationships, from the interior designers perspective this
research will attempt to establish communication guidelines
that a facilities management team can follow to produce a
more successful working relationship, thus potentially
producing a more successful end product. Studying how
information seeking is affected by working relationships
within a facilities management team, from the interior
designers perception, will aid in identifying some of the
variables that can and cannot be changed to reinforce a
successful working relationship. The ability to acquire
information to complete a given project may affect the
interior designer's perception of the success or problems of
a working relationship.
Mutation:

The following assumptions were made about facilities
management teams before developing the objectives of this
study: (1) all members of a Facilities Management Team have
experienced problematic relationships; (2) interior
designers and architects are aware of the conflicts between
their professions; (3) not everyone is willing to

compromise.

4

W

The conceptual framework for this study is derived from
five variables that are believed to have an impact on the
university interior designers perceptions of the working
relationship of a university facilities management team.
The five variables are: (1) the point of the interior
designer's involvement; (2) the 'utilization. of regularly
scheduled meetings through out the project; (3) two-way or
one-way communication patterns; (4) the extent of role
clarity; (5) the ability' to seek proper information to
complete a given project. The utilization of these
variables from the interior designer's point of view will
contribute to the perception of the facilities management
team's working relationship. Is it successful or

problematic? Figure 1-1 illustrates this relationship.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CHAPTER II

REVIEW OF LITERATURE

I I 1 3 . l'

Interpersonal communication has been defined by the
ABC Teaching Methodology and Concepts Committee-Subcommittee
1 (1987) as "the transactional process through which people
share their ideas and feelings by simultaneously sending and
receiving messages. Interpersonal communication focuses on
how people think and interact". Five steps were suggested
to enhance the accuracy and effectiveness of interpersonal
communicatian: 1)appropriate self-disclosure, 2) clear
expression, 3) active listening, 4) adequate feedback, and
5) assertive behavior. Several models and techniques have
been suggested to define and help the interpersonal
communication process.

Persing (1981) discusses interpersonal communication in
small groups as elements of size, location, time, topic,
purpose, formality, designation, cohesion, methods and
roles. Each element plays an important role in the success
of the group. Under the element of methods four basic
categories are set up: 1) problem solving, 2) educating,
3) brainstorming, and 4) role-playing. It is also suggested
that group members take on one of three roles, the first

of these is participant, which can be exhibited by either

6

task-oriented behavior, process-oriented behavior or
destructive role behavior. The second role is that of
leader, and the third is recorder.

There are many models and techniques available to
instruct people on good communication processes. According
to Wyatt and Atwater (1988) there are three reasons why
people do not actively try to become better communicators:
1) changing how one communicates means changing habits, and
most people are too busy, 2) advice is often couched in
technical jargon that is not easily understand, and
3) advice is in the form of rules or directions that are
hard to remember and put into practice. Wyatt and Atwater
believe in using the Heuristic "Context" instead of rules by
"teaching people to analyze the context when they speak or
listen and to identify which elements of context define the
situation." Context of a situation is defined as: 1) the
time and place where people are talking and listening or
reading, 2) what else is going on while people are talking
and listening or reading, and 3) what people expect to have

happen in the situation.

3 fl' | l E 1 E l' 'l

Deutch (1969) describes conflict as resulting wherever
incompatible activities occur. These actions may "prevent,
obstruct, interfere with, injure or in some way make it
(communication) less likely' or less effective". (Deutch,

1969, p.7-8) Conflict may reflect a rivalry or be due to a

8

scarcity of a resource. This resource is the area of
expertise that overlaps with each professional's own job
description. According to Hocker and Wilmont (1985),
interpersonal communication is described in two issues that
seem to be at the center of all interpersonal conflicts:
self-esteem and power. The struggle between these two
issues will be inherent at some level in all conflict
relationships. According to Tedeschi (1973), a person who
has low self-esteem/confidence generally has a history of
failure and of receiving punishments. Role conflict is
defined by Hahn et a1 (1964) as the degree of incongruity or
incompatibility of expectations associated with the role,
and the power associated with that role. This may be one of
the underlying problems in communication between the
American Institute of Architects (AIA) and the American
Society of Interior Designers (ASID). Interior designers
and architects make up only a small segment of a facilities
management team. When there are problems between two or
more members on a team, the conflict may cause perceived
problems in the working relationship for the entire team.
Schmertz (1987), discusses the power struggle between AIA
and ASID. Both the architects and interior designers are
battling for control of a S40-billion-a-year segment of the
construction market. Neither are willing to collaborate or
compromise with each other. This is only one area of
conflict between these two professionals. Druckman and

Zechmeister (1973) suggest that the intensity of conflict

9

will vary dependent upon the resistance to compromise and
the need for power.

Other areas that can cause conflict may stem from role
ambiguity. Role ambiguity refers to knowing or being clear
on the appropriate behavior for a particular position
(Rizzo, House, 8 Lirtzman, 1970). Understanding one's
expected behavior and the consequences of that behavior will
determine the level of role ambiguity one has (Hartman,
Johnson, 1989). According to Hahn, Wolf, Quinn, Snock, 8:
Rosenthal (1964), high levels of role ambiguity may promote
anxiety, distortion of reality, and produce less efficient
performance of individuals. Working relationships within
a facilities management team are dependent upon each member
performing his/her own tasks to make up the whole project.
If one member is not contributing to the final project due
to role ambiguity, conflict will likely become apparent and
contribute to the perception of a problematic working
relationship.

Bale

Katz and Hahn (1978) discuss the many facets of role.
Role becomes the expected behavior or activities of a
person. Role then becomes the link between individuals and
their organizational level. Role behavior refers to the
repeated actions of an individual. The expected activities
associated *with an individual becomes his/her role
expectation. When two or more role expectations exist

simultaneously, role conflict develops. This may be due to

10

the fact that the person has two or more roles. Those with
whom a member must interact become a role set. "Role
episode consists of a sequence of events involving members
of a role-set and the focal person". The sequence of role
episode begins with sending role expectations from the
members of the role-set to the focal person to influence
their behavior. The focal person then acts either in
compliance or noncompliance with the role-set. Members then
observe the focal person's behavior and decide if the
behavior has met their expectations. The process begins
again. This process of role expectation becomes an
important issue for facilities management teams. If a
member is not living up to the expectations of the other
members, a perceived problematic working relationship may
develop.

In essence, power and role conflict play a major role
in how the communication process between interior designers

and architects, purchasers, project managers, contractors

and installers will progress, either productively or
destructively.
W
Communication is described as links between members.
(Farace, 1977). Farace labels these communication-link
properties as symmetry, strength, and reciprocity. A
symmetric link is a two-way exchange. People exchange

information on an equal basis. Asymmetry is one-way. There

is unequal sharing of information. Asymmetrical links are

11

most common in situations where superiors are relating
messages to their subordinates. Farace's second link
property is strength. This is determined by looking at the
levels of interaction with one another such as frequency and
time periods. When two individuals agree that they both
have or do not have good communication, that can be called
agreement reciprocity.

Rockey (1977), feels that attitudes and relationships
have much more influence on communication than do techniques
and formats. When interactions are characterized by trust,
respect and confidence, people talk and listen more
maturely, more openly, and more constructively. When people
feel put down, excluded or threatened, communication
patterns may become defensive, sullen or retaliatory.

Status has been found to have an impact on
communication (Allen, 1977). Those of higher status will
communicate with one another while those of lower status
will not communicate as frequently with those in their own
status level. They will, however, try to communicate with
those of higher status. They generally are not able to

complete reciprocation.

Washing.

Information seeking is dependent on one's communication
patterns as well as on one's proximity to those from whom

they wish to acquire information. The following focuses

12

first on information seeking and its relationship to
interpersonal communication patterns.

Johnson (1988) defines information seeking as the
purposive acquisition of information from selective
information carriers. Five techniques are identified by
Townsend (1986) to acquire possible information needed to
make the communication process effective: 1) non-verbal
listening, 2) interventional listening, 3) interactive
questioning, 4) interrogation, and 5)inquisition.

The accessibility of acquiring information refers to
the cost associated with using a particular source. How
easy or difficult is it to ask another person for help or
information? What might be the potential risks involved
(Allen, 1977)? One of the costs associated with information
seeking and communication patterns is whether or not the
seeker is always in the role of a seeker. If so, his
information exchange is asymmetrical, one-way. Eventually
people will no longer give him information unless he can
return the exchange in the future. Another cost for the
information seeker if he/she only seeks information is
reputation. Questions will arise as to the person’s
competency.

Allen (1977), developed three "cost reducing"
strategies. The first is the least favorable. He entitles
it "Oil on Troubled Waters." Here the information seeker
will downgrade his/her intelligence openly so colleagues

will not have the "opportunity to make a derogatory comment

13

and simultaneously evoke empathy from the person being
questioned." (Allen, 1977, p.195) The second strategy is
called "Literary Preparation." Here the inquirer will try
to seek background information on a particular subject from
a source such as books that will not directly challenge his
ignorance. This is helpful when the inquirer cannot
formulate a question properly or does not feel comfortable
asking questions within a certain group of people. The
last strategy is called "Neutral Social Interaction." This
particular strategy helps to protect the ego. It is the
most commonly used technique for interpersonal
communication. One only communicates with those with whom
he/she interacts socially. At that point discussions are
neutral and not centered around the technical knowledge or
lack of it. These social interactions can prove to be a
non-threatening source of information when a relationship is
developed.

Lenz (1984) describes purposive information seeking as
an interpersonal process. An individual can acquire
information from casual acquaintances and friends of
friends, thus potentially sharing ignorance and not
acquiring the correct information.

Information seeking has also been related to the
individual's perception of what he/she can control in the
future (DeVito, Bogdanowicz, & Reznikoff, 1982; Rosenstock,
1974b cited by Johnson, 1988). Here again the issues of

power, control and possible conflict may come to light.

14

People will give or seek information if it is to their
benefit.

Another detriment for seeking information may be
proximity relationships. These are the actual physical
spatial distances. Once again the issue of "purposive"
acquisition comes into play. Hagastrand (1953) was able to
show that the physical distance between individuals was
correlated to the frequency of interaction. The farther the
physical distance, the fewer contacts were made to acquire
needed information. The closer two people are spatially,
the greater the chance for their information fields to
overlap. This can cause either strong or weak interpersonal
ties (Granovetter, 1973). Space will determine with whom
one forms relationships and "influence the meanings given
to interactions within it”, such as spatial violations and
privacy (Johnson, in press).

Organizational culture may set the tone for
interpersonal communication. According to House and Rizzo
(1972) role conflict is most strongly related to the
supportive leadership and organizational practices of
perceived organizational effectiveness. Independent
variables that interact with communication in organizational
conflict have been labeled "Actor Attributes" by Putman and
Poole (1987). Examples of these are: predispositions,
needs, personality traits, beliefs, attitudes, skills and

cognitive styles. IRockey (1977) suggests that personal

15

styles will have the greatest influence upon the quality of
organizational communication more so than communication
policies.

Allen (1977) believes that shortening communication
paths, which is what overlapping of roles and information
sources will achieve, is the goal for creating
organizational structures. Daft and Lengel (1986) add that
organizations also wish to reduce equivocality.
"Equivocality means ambiguity, the existence of multiple and
conflicting interpretations about an organizational
situation" (Weick 1979; Daft and Macintosh 1981, cited by
Daft and. Lengel, 1986, p.550). Daft and. Lengel (1986)
developed seven structural characteristics decision nakers
(ie: facilities managers) should use to reduce equivocality:

(1) Brena—Meetings. Participants exchange opinions,
perceptions and judgments face-to-face. Group
reaches a collective judgment.

(2) Inifiazatnzai. Full time integrators are project
managers. Part-time integrators are liaison
personnel. Their duty is to be a boundary spanner
dealing with problems and goals of other
disciplines for the good of the whole group.

(3) DizenL_Cnntan11. This promotes discussion and
exchange of view points between two people.

(4) Blanningi, All courses of action are discussed.
Schedules are defined and feedback mechanisms are

established. This is an ongoing process.

16

(5) Spanial_Rennztak. These are one-time studies and

surveys. Data is obtained and interpreted and
reported to the managers.

(6) Enzmal.1ninzmatinn_5xatsmai. This includes
performance evaluations, budgets and any additional
information for the project manager to receive,
thus developing a feel for how the project is
progressing.

(7) Rnlna_and_R=anlatinnS., These apply to recurring

problems from the past.

Network analysis becomes a major approach to the
communication structure of an organization. It consists of
both. fonmal and informal communication relationships
(Johnson, 1990). Thompson (1967) examines the
interrelationships between communication structures by
classifying different types of interdependencies in an
organization. Pooled interdependence involves discrete
contribution and support of the whole organization.
Sequential interdependence is exactly what it sounds like:
members of the organization must work in sequence. One
cannot act before the other. The last interdependence is
labeled reciprocal interdependence. This happens when the
outputs of each element become the inputs for others.
Johnson (1990) suggests that most organizations operate
using sequential interdependence. This produces a more

organized structure. Yet when dealing with role sets, all

l7

interdependencies may need to be utilized at the same time
or separately in order to implement the communication needed
to complete a given task or project.

How people perceive the interpersonal communication,
conflict and role ambiguity, communication patterns, ability
to seek needed information, and the overall organizational
culture may contribute to the perception of a successful or
problematic task or project. In this study, the focus was
placed on the perception of the interior designer. Survey
questions were developed to address the above *mentioned

variables and are discussed in Chapter III.

CHAPTER III

METHODOLOGY AND PROCEDURES

Researchmsign

The purpose of this study was to investigate
university interior designer's perceptions of facilities
management team communication patterns and the affect on
the working relationship within the team. A survey was

developed to acquire the necessary data.

Assumptions.

Three assumptions were made about facilities management
teams prior to developing the objectives of this study: (1)
all members of a facilities management team have experienced
problematic relationships; (2) interior designers and
architects are aware of the conflicts between their

professions; (3) not everyone is willing to compromise.

E 1 Cl' l'

The research objectives for this study are: (1) to
identify the communication patterns of the facilities
management team as perceived by the university interior

designer; (2) to identify the designer's perceived

18

19

successful or problematic communication patterns with
university facilities management teams in terms of pmoject
management; (3) to identify the impact of role clarity on
perceived communication patterns; (4) to identify the impact
of role clarity on information seeking; and (5) to identify
the impact of perceived communication patterns on

information seeking.

Methodnlogx
: I' .

The questionnaire (Appendix A) contained 57 questions
and a cover letter on Michigan State University letterhead,
introducing the researcher's university and organizational
affiliation. Anonymity was assured for both respondent and
school. Two questionnaires were developed. One was
directed toward University Interior Designers and focused on
their own perceptions of the facilities management team's
communication. The other questionnaire was sent to
directors of university facilities management. Questions
paralleled each other but were answered from the director's
perception of the interior designer's communication and
participation.

The body of the questionnaire consisted of twelve major
sections outlined below. Interior designers and directors
of facilities management were both, asked. to describe a
project they deemed successful to be 'used in answering

sections one and two. Section one, items 1-4, consisted of

20

questions relating to the point of the interior designer's
involvement in the context of the described successful
project. Section two, items 5-9, dealt with perceptions of
the interior designer/facility manager in relation to role
clarity and communication for the described successful
project. These statements were rated on a five point Likert
scale. Interior designers and directors of facilities
management were both asked to describe a project they deemed
problematic to be used in answering sections three and four.
Section three, items 10-13, consisted of questions relating
to the interior designer's point of involvement in the
context of the described problematic project. Section four,
items 14-18, dealt with perceptions of the interior
designer/facility manager in relation to role clarity and
communication for the described problematic project. These
statements were rated on a five point Likert scale. Section
five, items 19-23, addressed the interior designer's
frequency of working with each member of the facilities
management team and vice versa. Section six, items 24-28,
compared the point of interaction between the interior
designer and the facilities management team. Section seven,
items 29-36, consisted of the interior designer's/facility
manager's perception of each facilities management team
member's responsibilities of a given project. Section
eight, items 37-41, documented the interior
designer's/facility manager's perceived direction ' of

communication flow with each facilities management team

21

member. Section nine, items 42-46, addressed the topic of
job size and budget in relation to those with whom the
designer worked. Section ten, item 47, documented the
point at which the designer's involvement was sought in most
projects. Section eleven, items 48-52, consisted of
checking off the answer that best completed the statement
regarding another person's perceived communication problems.
Section twelve, items 53-57, collected demographic

information.

Samnle_Selectinn

A total of 127 surveys were mailed out to two different
groups of people: university interior designers and
university directors of facilities management and planning.
The interior designers who participated in this study were
members of the Association of University Interior Designers
(AUID). They represented thirty-six Universities across the
United States. All ninety-one members were mailed a survey.
The remainder of those surveyed were the directors of
facilities management and planning at the thirty-six schools

represented by the AUID members.

Data_Cnllectimn

On March 7, 1991 127 surveys were mailed. Accompanying
the survey was the introductory letter previously described
which was directed to the AUID member and the facility

planner (Appendix). The purpose of this letter was to

22

introduce the study, explain its importance, and to assure
confidentiality. Instructions were included for filling out
the sections on successful and problematic projects.
Surveys were self-addressed for return, and postage was pre-
paid.

Approximately six weeks after the surveys were sent,
follow-up telephone calls were made to those who had not
responded. Of the 127 surveys sent, a total of 47 were
returned, for a total return rate of 37%. Thirty-five of
these were from the 91 AUID members yielding a return rate
of 38.5%. The remaining 12 were from the facility planners
yielding a return rate of 33%. For this group the small
sample size of facility planners threatens validity of
results and conclusions drawn. The study will analyze only

the responses from the AUID members.

: l' 1 E E' 'l'
Infinxmatinn__fiaeking: The purposive acquisition of

information from selective information carriers (Johnson,
1988).

3 . I' E] .
' "Inequality in

communication exchange. One person primarily
seeks information and the other primarily provides
it." (Farace, 1977, p.181)

SequenLia1_Cnmmunicatinn; "Two Persons interact on

an equal basis. People meet to share information,
giving and taking equally on both sides." (Farace,
1977, p.181)

2nn1ed_lnterdenendence: Each part of a system renders

a discrete contribution and is supported by the whole.
(Thompson, 1967)

23
Seauentia1_1nterdsnsndence: When one unit of the

organization must act before another can. (Thompson,
1967)

The outputs of each
element of the system become inputs for others.
(Thompson, 1967)

Rule: The total requirements put before the employee
who occupies a particular position. (Hatz 8 Hahn,
1978)

Rnle_£et; Those with whom a member must work (Hatz &
Hahn, 1987)

Enla_BehaninL: Expectations and preferences of the
focal person by themselves and their role set. (Hatz &
Hahn, 1978)

Rn1e_AmbiguiL1: The presence or clarity of behavioral
requirements that help to indicate what behavior is

appropriate in a particular position. (Rizzo, House, &
Lirtzman, 1970)

: | 1 D E' 'l'

Design_2rncess: The steps taken to complete a design
project from beginning to end.

: One's singular understanding of the job
definition and responsibilities for a given project.

: The balance of power.
Clarity of roles and expectations. The ability to
acquire information for the completion of a given
project.

: An imbalance of power
creating frustrations between facilities management
team members. The inability to acquire necessary
information to complete a given project.

Cnhesixeness; The unity and understanding between all
members of a Facilities Management team that allows
them to work as a whole to complete a project in the
most efficient manner possible.

Sn:nessfn1_£nd_zrniggt: The functional needs of the

client have been met in addition to budget, delivery,
installation and occupancy requirements and deadlines.

24

, One or more problems occurred
such as delayed delivery and occupancy deadline,
project over budget, poor installation, or the basic
functional needs of the client were not met.
W: To observe from

one's own point of view the communication flow of
one's self or another.

We

In order to meet the research objectives of this study,
five groups of hypotheses were proposed. Group 1 hypotheses
are related to the first research objective, Group 2
hypotheses are related to the second research objective,
hypothesis 3 is related to the third research objective,
Group 4 hypotheses are related to the fourth research
objective and Group 5 hypotheses are related to the fifth
research objective. All hypotheses are stated in the null

form.

GLOBE—l

No significant differences exist between perceived
communication patterns of facilities management team
projects, from the interior designers perspective.

1.1 No significant difference exists between the
interior designers perceived flow of communication
with each individual facilities management team
member; all are viewed with equal relationships.

1.2 No significant difference exists between perceived
successful and problematic projects in terms of
the point when communication patterns began to
work in a given project.

The statistical test for H1.1 was analyzed by using a

Cochran Q Test. Communication flow was described as either

25

reciprocal or one-way using the facilities management team
members as the five variables for this dichotomous test.
Hypothesis H1.2 was analyzed using one-way chi-squares for
both successful and problematic projects in relation to the

point in which communications patterns began to work.

Glenn—2.

No significant difference exists between perceived
successful and problematic project management goals and
issues.

2.1 No significant difference exists between perceived
successful and problematic projects in terms of
the designer’s point of involvement.

2.2 No significant difference exists between perceived
successful and problematic projects when progress
meetings are scheduled.

2.3 No significant difference exists between perceived
successful and problematic projects when progress
meetings are scheduled weekly, bi-weekly or
monthly.

2.4 No significant difference exists between perceived
successful and problematic projects in terms of
meeting the clients needs.

The statistical test for H2.l was analyzed by using
Wilcoxin matched-pairs signed rank test on successful and
problematic projects. Hypothesis H2.2 was analyzed by using
a one-tailed binomial test . Hypothesis H2.3 was analyzed
by conducting a Wilcoxin matched-pairs signed rank test for
subjects who held regularly scheduled meetings for both
successful and problematic projects. Hypothesis H2.4 was

analyzed using a one—way repeated measures ANOVA with

project type (successful vs problematic) as a within-

26

subjects factor and rating of meeting client needs as a

dependent variable.

firm—3.

H3 No significant difference exists between role
clarity within a facilities management team and
perceived communication patterns.

The statistical test for H3 was conducted by using a
MANOVA with one within-subjects factor. (Project:
successful, unsuccessful) and four dependent variables from

four questions used on the research survey.

Grimm—.1

No significant difference exists between the interior
designer's perceived level of role clarity and their
information seeking process.

4.1 No significant differences exists between the
interior designer's perceived level of role
clarity and meeting the clients' needs for a
successful project.

4.2 No significant differences exists between the
interior designer's perceived level of role
clarity and meeting the clients' needs for a
problematic project.

The statistical tests for H4.1 and H4.2 were conducted

by using Spearman Correlation Coefficients.

Gram—5.

No significant difference exists between the interior
designer's perception of communication flow with the
facilities management team members and infommation
seeking.

27

5.1 No significant difference exists between the
interior designer's perception of communication
flow with the facilities management team members
and meeting the needs of the client for a
successful project.

5.2 No significant difference exists between the
interior designer's perception of communication
flow with the facilities management team members
and meeting the needs of the client for a
problematic project.

The statistical tests for H5.1 and H5.2 were conducted

by using Spearman Correlation Coefficients.

CHAPTER IV

RESULTS AND ANALYSIS OF FINDINGS

Introduction

This chapter‘ will present the results of the
statistical analysis of the hypotheses. The hypotheses are
divided into five groups which are related to the research
objectives of this study: (1) to identify the communication
patterns of the facilities management team as perceived by
the university interior designer. (2) to identify the
designer's perceived successful or problematic communication
patterns with university facilities management teams in
terms of project management. (3) to identify the impact of
role clarity on. jperceived communication patterns, (4) to
identify the impact of role clarity on information seeking,
and (5) to identify the impact of perceived communication
patterns on information seeking. The responses analyzed are

only those of the AUID members.

28

29

8 ll E SI I' I' l ! l
W
Identify the communication patterns of the facilities

management team as perceived by the university interior
designer.

W

No significant differences exist between perceived
communication patterns of facilities management teams
projects from the interior designer’s perspective.

1.1 No significant difference exists between the
interior designer’s perceived flow of
communication with each individual facilities
management team member; all are viewed with equal
relationships.

The relationship between the research classification of
reciprocal communication flow and one-way communication flow
was measured using question number 15 from the survey
regarding the interior designer’s perception of
communication flow with the facilities management team
members. Interior designers were asked to describe their
perceived flow of communication with the following
facilities management team members: architect, engineer,
project manager, purchaser, and installer. They were given
three choices for communication flow; reciprocal, designer
directed one-way, and other (team member) directed one-way.
The five variables used for the test were the five ’other’
facilities management team members. Of the 35 responses, 25

were used due to the fact that 10 respondents did not

interact with all five team members on a regular basis.

30

Figure 4.1 when viewed in bar chart form produces a
more visual account of the interior designer's perception of

the communication flow with each team member.

 

80* H-r-I 778

 

 

80$ - '57: — l”
”4

 

 

 

 

40% “

         
 
 

23‘ 23‘

 

 

 

 

 

 

 

 

 

20* q 11.1 .-. _..... 17‘.1.“-- __ -. _ . .
I I! ' ‘ .
0%
Humane“ QHLhLQnmr onuLthmz nus
FM Team Members
[:3 Architect - Engineer Project Manager
- Purchaser lllllllll Installer
(n=25)

Figure 4.1 Communication Patterns from the Interior
Designer's Perspective

31

The investigator collapsed the two one-way categories
into one and analyzed the data by using a Cochran Q Test.
Cochran Q was significant at p<.0046. Therefore, it was
determined that the interior designer's perception of
comunication flow between facilities management team
members is significant (Table 4.1). Hypothesis 1.1 was

rejected.

Table 4.1 Cochran Q Test for Communication Flow of the
Facilities Management Team from the
Interior Designers Perspective.

i of Cases Cocfiran Q DF P

25 15.06 4 .005
*10

 

35 Total

* Respondents did not interact with all five team members
on regular basis.

32
1.2 No significant difference exists between perceived

successful and problematic projects in terms of
the point when communication patterns began to
work in a given project.

The relationship between perceived successful and
problematic projects and the point when communication
patterns began to work or break down was measured through
the data collected from question 2 on both the perceived
successful and problematic sections of the survey.
Respondents .were asked to describe when communication
patterns began to work for the perceived successful project;
beginning, middle, or end. The same was done for the
perceived problematic project question 2 which related to
the point of communication breakdown. The data was analyzed
using one-way chi-squares. Chi-square was significant
(p<.001) for perceived successful projects (Table 4.2). Chi-
square was significant (p<.001) for perceived problematic
projects (Table 4.3). As a result, hypothesis 1.2 was
rejected.

Review of Tables 4.2 and 4.3 indicate that the
perception of a project's success correlates with

communication patterns working at the beginning or breaking

down at the beginning of the project.

33

Table 4.2 Chi-Square Test for Point of Working
Communication Patterns for Perceived
Successful Project

 

Point of Working Observed Expected Residual
Freq. (%)
Beginning 22 (62.9) 11.67 (33.3 10.33
Middle 13 (37.1) 11.67 (33.3) 1.33
End _Q.(0.0) 11.67 (33.3) -11.67
Total 35 (100)
Chi-Square DF P
20.97 2 .001

 

Table 4.3 Chi-Square Test for Point of Working
Communication Patterns for Perceived
Problematic Project

Point of Working Observed Expected Residual
Freq. (%)

Beginning 17 (54.8) 10.33 (33.3) 6.67
Middle 13 (41.9) 10.33 (33.3) 2.67
End 1_(3.3) 10.33 (33.3) -9.33
Total *31 (100)
Chi-Square DF P

13.42 2 .001

 

* 4 missing, did not answer on questionnaire.

34
31° |' I

Identify the designer’s perceived successful or problematic
communication patterns with university facilities management
teams in terms of management.

W

No significant difference exists between perceived
successful and problematic project management.

2.1 No significant difference exists between perceived
successful and problematic projects in terms of
the designers point of involvement.

A Wilcoxin matched-pairs signed rank test was used to
analyze the point of involvement, in relation to perceived
successful and problematic projects. Subjects were asked to
describe the point at which they became involved in both
their described perceived successful project and their
perceived problematic project (Appendix A). Although three
responses were possible, i.e.; beginning, middle and end,
middle and end were collapsed together to analyze the point
of involvement as beginning or later. An average of 73% of
the subjects (N=35) entered successful and problematic
projects at the same time showing that designers are being
asked to enter projects at the beginning stages. However
they were significantly more likely to enter problematic
projects later in terms of point of involvement (p<.04).
Perceived successful projects were entered later by 14%,
while perceived problematic projects were entered later by
40%. ‘The Wilcoxin matched-pairs signed rank test results

are presented in Table 4.4. H2.1 was rejected. Figure 4-2

illustrates the percentages of responses for both perceived

35
successful and problematic projects in terms of the interior

designer’s point of involvement.

Table 4.4 Wilcoxin test for Interior Designer's
Point of Involvement

 

 

Mean Rank Cases
5.63 8 - Ranks (Problematic LT Successful)
5.00 2 + Ranks (Problematic GT Successful)
21 Ties (Problematic EQ Successful)
_i Missing Responses
35 Total
Z = —1.78 1-Tailed = p<.04
LT= less than GT: greater than EQ= equal to

Beginning
60 '-

   

Beginning .
86% - ‘

 

Middle
26%
Perceived Successful Perceived Problematic
Project Project

NOTE: 86% = 30 responses 60% = 21
26% = 9 14% = 5
11% = 4 3% = 1
(n=35)

Figure 4.2 Interior Designer’s Point of Involvement

36
2.2 No significant difference exists between perceived

successful and problematic projects when there are
not regularly scheduled meetings for a given
project.

Subjects were asked to respond for both their described
perceived successful and problematic projects regardless of
whether or not there were regularly scheduled progress
meetings for their given project. Their response was given
in a yes or no answer (questions 3 for both successful and
problematic projects).

Using a one-tailed McNemar binomial test, (p<.04) the
results show that although the majority of subjects reported
some meeting schedule for perceived successful and
problematic projects, there was a tendency for problematic
projects to have no scheduled progress meetings. The

results for the binomial test are reported in Table 4.5.

H2.2 was rejected.

37

Table 4.5 McNemar Binomial Test for Regularly
Scheduled Progress Meetings

 

 

 

 

 

 

 

 

 

Regularly scheduled meetings Successful Problematic
No did not have 2 10
Yes did have 10 9

Cases = *31 One-Tailed p<.04

 

* 4 responses missing on questionnaire

2.3 No significant difference exists between perceived
successful and problematic projects as to when
progress meetings are scheduled.

The Wilcoxin matched-pairs signed rank test was used to
analyze the responses given for question #4 (successful and
problematic perceptions) regarding how often there were
regularly scheduled meetings for those who had indicated
earlier that there were. The subject's choices were weekly,
bi-weekly and monthly. The perceived successful and
problematic project responses were analyzed. No significant
difference was found at p<.24, suggesting that as long as

there are meetings, frequency does not seem critical (Table

4.6). H2.3 was not rejected.

38

Table 4.6 Wilcoxin Test for Successful and Problematic
Projects and Progress Meetings

 

Mean Rank Cases
3.60 5 - Ranks (Problematic LT Successful)
5.00 2 + Ranks (Problematic GT Successful)
B. Ties (Problematic EQ Successful)
16 *Total

2 = -.68 One-Tailed = p<.24

 

* 19 respondents did not have regularly scheduled
meetings.
LT= less than GT= greater than EQ= equal to

2.4 No significant difference exists between perceived
successful and problematic projects in terms of
meeting the client's needs.

Both question 9 (successful project) and question 9
(problematic project) asked the subject: How would you rate
the finished job in terms of meeting the client's needs,
budget, deadline and design quality? These were ranked on a
5 point Likert scale, from very successful to very
unsuccessful (Appendix A), to determine whether the
perceived working relationships within the facilities
management team affected meeting the client's needs.

The analysis used was a one-way repeated measures ANOVA

with the project type (successful and problematic) as a
within-subjects factor and the rating of ‘meeting the
client's needs as a dependent variable. The perceived

successful projects reported significantly higher ratings on

meeting the client needs at p<.001 than perceived

39

problematic projects. The results of the ANOVA are in Table

4.7. H2.4 was rejected.

 

 

 

Table 4.7 One-way Repeated Measures Anova for

Meeting Clients Needs
Source of Sum of Mean F P
Mariation DF Squms__JguaLe__1Lalua___—_
Effect: Success
Meeting needs 1,30 31.23 31.23 52.70 .001
Within: Problems
Meeting needs 17.77 0.60

Objectisthnea

Identify the impact of role clarity on perceived
communication patterns.

Wheels.

H3 No significant difference exists between role
clarity within a facilities management team and
perceived communication patterns.

The statistical test for H3 was conducted by using a
MANOVA with one within-subjects factor (Project: successful,
unsuccessful) and four dependent variables from questions
5-8 on both the described successful and problematic
projects. Questions 5-8 were rated on a 5 point Likert
scale. They dealt with the issues of communication and role
clarity. Thus, as a group, these questions provided a check
for unlike responses distinguished between successful and
problematic projects as required by the instructions. More

importantly though, the analysis of the individual items

40

provided information about what aspects of the team
interactions contribute to the perceptions of success.

Using the Multivariate analysis of variance, overall
significance at F=25.70, p<.001 was achieved for the
difference between perceived successful and problematic
projects. When examined by univariate analysis, significant
difference was revealed for questions 5, 6 and 8. Only
question 7 showed no difference; that is, when asked the
degree to which communication contributed to the project's
perceived success or problems, respondents judged
communication to neither contributed or detracted from

project outcome. Results of the MANOVA are in Table 4.8.

41

Table 4.8 Summary of Multivariate Analysis of Variance for
Role Clarity and Communication Patterns in
Perceived Successful and Problematic Projects

 

Source of Sum of Mean F P

 

 

 

 

 

 

 

 

IL—ariLt ion DF Scum—Squaw

Effect: Project

ID Role 1,30 7.8 7.8 6.85 .014
FM Role 1,30 19.76 19.76 14.55 .001
FM Com. 1,30 .26 .26 .19 .666
Overall 1,30 70.26 70.26 85.19 .001
Within

ID Role 34.19 1.14

PM Role 40.74 1.36

PM Com 40.74 1.36

Overall 24.74 .82

Total: 4,27 7.8 7.8 25.08 .001

* ID Role (question 5): Interior designer’s perceptions of
their own role clarity.

FM Role (question 6): Interior designer’s perceptions of
the facilities management teams role
clarity.

FM Com. (question 7): Interior designer’s perceptions of
team communication patterns in
relation to success or problems.

Overall (question 8): Interior designer’s perceptions of
overall communication and working
relationship.

42
Objectistour.

Identify the impact of role clarity on information seeking.

W

No significant differences exist between the interior
designer's perceived level of role clarity and the
information seeking process.

4.1 No significant differences exist between the

interior designers perceived level of role
clarity and meeting the clients' needs for a
successful project.

In analyzing H4.1, the researcher correlated question 5
and question 9 from the described perceived successful
projects. Question 5 pertained to the interior designer's
perception of his/her own role clarity for that given
project. Question 9 pertained to the interior designer's
perception of meeting the client needs. Question 9 was
chosen to be viewed as the variable of information seeking.
If the project was viewed as successful, the researcher
assumed that the subject was able to acquire the necessary
information needed to complete the project.

Spearman's Correlation Coefficients test was run.

Significance (p<.099) was not found. Results are shown in

Table 4.9. H4.1 was not rejected.

4.2 No significant differences exist between the
interior designer's perceived level of role
clarity and meeting the clients' needs for a
problematic project.

In analyzing H4.2, the researcher correlated

question 5 and question 9 from the described perceived

43

problematic projects. Question 5 pertained to the interior
designers perception of their own role clarity for that
given project. Question 9 pertained to the interior
designers perception of meeting the client needs. Question
9 was chosen to be viewed as the variable of information
seeking. If the project was viewed as problematic, the
researcher assumed that the subject was unable to acquire
the necessary information needed to complete the project.
Spearman's Correlation Coefficients test was run.
Significance (p<.332) was not found. Results are shown in

Table 4.9. H4.2 was not rejected.

Table 4.9 Correlation Between Interior Designer's and
Facilities Management Team's Role Clarity
and Finished Job Rating

 

m Fini aged J as Rati ng P

Interior Designer's Role Clarity

Successful Project (N=35) .2229 .099

*Problematic Project (N=31) -.0814 .332
Facilities Management Role Clarity

Successful Project (N=35) -.0098 .478

*Problematic Project (N=31) .1115 .275

 

* 4 missing responses on questionnaire
Interior Designers Role Clarity (question #5)

Facilities Management Role Clarity (question I6)

44
Qbientixefln

Identify the impact of perceived communication patterns on
information seeking.

Wham

No significant difference exists between the interior
designers perception of communication flow with the
facilities management team members and information
seeking.

5.1 No significant difference exists between the
interior designers perception of communication
flow with the facilities management team members
and meeting the needs of the client for a
successful project.

In analyzing H5.1, the investigator correlated question

6 and question 9 from the described perceived successful
projects. Question 6 pertained to the interior designers
perception of the facilities management teams role clarity
for that given project. Question 9 pertained to the
Interior Designers perception of meeting the client needs.
Question 9 was chosen to be viewed as the variable of
information seeking. If the project was viewed as
successful, the researcher assumed that the subject was able
to acquire the necessary infommation needed to complete the
project.

Spearman's Correlation Coefficients test was run.
Significance (p<.478) was not found. Results are shown in
Table 4.9. 35.1 was not rejected.

5.2 No significant difference exists between the

interior designers perception of communication
flow with the facilities management team members

and meeting the needs of the client for a
problematic project.

45

In analyzing H5.2, the researcher correlated question 6
and question 9 from the described perceived problematic
projects. Question 6 pertained to the Interior Designers'
perception of the Facilities Management Teams role clarity
for that given project. Question 9 pertained to the
Interior Designers perception of meeting the client needs.
Question 9 was chosen to be viewed as the variable of
information seeking. If the project was viewed as
problematic, the researcher assumed that the subject was
unable to acquire the necessary information needed to
complete the project.

Spearman's Correlation Coefficients test was run.
Significance (p<.275) was not found. Results are shown in

Table 4.9. H5.2 was not rejected.

In order to complete the picture of the interior
designer's perception of the facilities management team's
working relationship, descriptive statistics. must be
presented. Here the investigator will present data
concerning the issue of role. As discussed earlier within
this document, role is defined by Hatz and Hahn (1978) as
the expected behavior or activities of a person. It is the
link. between. individuals. and. their organizational level.
Subjects were asked several questions regarding their role
responsibilities, other team members' responsibilities, and

if problems occur when they overlap.

46

Subjects were asked to define the responsibilities of
each team member for any given project. The following is a
compiled list of responses from interior designers. Those
listed have a similar response rate of 90% or more. Most
were large projects.

ARCHITECT: -Structure
-safety
-codes
-working drawings
-programming
-material selection
-Coordination of mechanical and
electrical engineers
-Project manager
-Budget

ENGINEER: -Mechanical efficiency
-HVAC
-Electrical structure
-Manager Capacity
-Consultant
-Coordinate with Architect and Interior
Designer

PROJECT
MANAGER: -Oversees project to ensure cohesiveness
of all trades
-Assigns Designers
-Sets deadlines
-Handles political problems
-Reviews and approves bids
-Schedules all work

PURCHASER: -Bids
-Dealing with vendors
-Awarding contracts
-Purchase Orders
-Cost
-Delivery
-Inventory numbers
-Informs design staff of needs

INSTALLER: -Accurately install merchandise
-Notify team of better way to achieve
same results
~Delivery/Receiving
-Estimation of cost before completion

47
INTERIOR
DESIGNER: -Space planning
~Specifying finishes and furnishings
-Bid Documents
-Budget
-Programming
-Purchasing
-Project Manager
-Follow through to installation
-Resolve damages
-Provide input on Architects original
working drawings
-Interact with end user
When asked to name the other team members whose role
overlaps with the interior designers, the following four
people were named: (1) architect, (2) project manager, (3)
electrical engineer, and (4) purchaser. The subjects were
then asked if the overlapping of responsibilities caused
problems in communication. Figure 4.3 describes their
responses in percentages. Of the 35 responses analyzed,
2.86% did not respond (n=1); 8.85% felt there was a problem
in overlapping responsibilities (n=3); 28.57% did not feel
there was a problem (n=10); 60% felt that there was
sometimes a problem in overlapping of responsibilities

(n=21).

48

Somefimes
60% .;;»»»

 

(n=35) 60%=21 responses 29%=10 9%=3 2%=1
Figure 4.3 Overlapping of Job Responsibilities
and Communication
To determine if specific variables attributed to the
perceived communication problems between the interior
designer and other teani members, subjects were asked to
respond to the following question (n=35). I feel that the
problem of communication is often attributed to someone's:
Lack of knowledge pertaining to the project? (65%+)
Explanation of directions? (45%+)
Role Clarity? (51%)

Role expectation? (62%+)
Jargon only associated with their profession?(28%+)

(neuron-

Figure 4.4 illustrates the responses received in terms
of relation to percentages. For response category 1, over
65% of the interior designers indicated that the lack of
knowlege pertaining to the projects contributed to perceived

communication problems. In response category 2, over 45%

49

perceived explanation of directions to contribute to
communication problems. Role clarity, in response category
3, was rated over 51% responsible for communication
problems. Role expectaions, in response category 4,
contributed to over 62% of a persones' communication
problems. Only a little over 28% of problems with jargon

was perceived to be responsible for communication problems.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

70‘

see - .-. - - .. _----.-... - “___.-. -_..-----.-_-.-__- .___J

u. - - "7..-- -_--,_. .-..-.. - ----... ._

u. 1 -. -. ..-. _ W.- ..-
.., 1 ....... -- .. ., t-..- . -.-..--._--_ ___. ___

SCI '1 J r---~- r - ~-« »-—-.—.~——1 ._ .-.-..-

w. s... _..1. , - .. -.-- . .-....- “j
as ' 1 l 1 ,

Lack/Knowlage Lack/Dir. Role Clarity Expectations Jargon

 

 

[:1 1. contributing

 

 

*Lack/Dir.= Lack of Direction

Figure 4.4 Attributions of Communication Problems (n=35)

CHAPTER V

SUMMARY, CONCLUSIONS, AND RECOMMENDATIONS

This chapter is divided into four sections. Section one
contains a summary of the research methodology, data
analysis, and findings of the research. Section two
presents the conclusions of this research study. The third
section discusses limitations associated with the research.
Section four contains recommendations for university
interior designers and facilities management teams as well

as future use of data for continued research.

WWW

How working relationships are affected by the
communication patterns of university facilities management
teams from the interior designers' perspective were studied
by using the following research objectives: (1) to identify
the communication patterns of the facilities management team
as perceived by the university interior designer. (2) to
identify the designer's perceived successful or problematic
communication patterns with university facilities management
teams in terms of project management. (3) to identify the
impact of role clarity on perceived communication patterns,

(4) to identify the impact of role clarity on information

50

51

seeking, and (5) to identify the impact of perceived
communication patterns on information seeking.

For survey analysis, data was collected to investigate
the perceived communication patterns of university interior
designers and facilities management teams from the interior
designers perspective. Seven sections of questions were
analyzed and consisted of Likert-type scales, open-ended
and closed questions.

The questionnaire (Appendix) contained 57
questions and a cover letter on Michigan State University
letterhead, introducing the researcher's university and
organizational affiliation. Anonymity was assured for both
subject and school. The body of the questionnaire
consisted of twelve major sections. Two questionnaires were
developed. One was directed toward university interior
designers and their own perceptions of the facilities
management team's communication. The other questionnaire
was sent to directors of university facilities nonagement.

Questions paralleled each other but were answered from the

directors' perception of the interior designers
communication and participation. The questionnaires
received from the directors of university facilities

management were not analyzed due to a low response rate.

On March 7, 1991 127 surveys were mailed.
Approximately six weeks after the surveys were mailed,

follow-up telephone calls were made to those who had not

52

responded. Of the 127 surveys sent, a total of 47 were
returned. 35 of these were from the AUID members yielding a
return rate of 38.5%” The remaining 12 were from the
facility planners yielding a return rate of 33%.

The hypotheses were tested by the use of Chi-Squares,
McNemar Binomial test, Wilcoxin Matched-Pairs Signed Rank
test, Cochran Q test, Spearman Correlation Coefficients, an
ANOVA and a MANOVA. Perceptions of role responsibilities
were analyzed though descriptive statistics. Results of the

statistical analyses are in Table 5.1.

Table 5.1

53
Summary of Hypotheses Testing

 

Hypothesis Test Results

 

H1.1

H1.2

H2.1

H2.2

H2.3

H2.4

H3

H4.1

H4.2

H5.1

H5.2

Cochran Q Significant
Communication Flow of
Facilities Management Team

Chi-Square Analysis Significant
Point of Communication Patterns
Working or Breaking Down

Wilcoxin Matched-Pairs Signed
Rank Test Significant
Interior Designers Point of
Involvement

McNemar Binomial Test Significant
Regularly Scheduled Meetings

Wilcoxin Matched-Pairs Signed
Rank Test Not Significant
Frequency of Scheduled Meetings

ANOVA Significant
Meeting Client Needs

MANOVA Significant
Role Clarity and Communication
Patterns

Spearman Correlation Coefficient Not Significant
Interior Designers Role Clarity

and Information Seeking for

Successful Project

Spearman Correlation Coefficient Not Significant
Interior Designers Role Clarity

and Information Seeking for

Problematic Project

Spearman Correlation Coefficient Not Significant
Communication Flow and Information
Seeking for Successful Project

Spearman Correlation Coefficient Not Significant
Communication Flow and Information
Seeking for Problematic Project

54
5 EE' 1.

Cmmnnni cati en Eattezns Jf Faei 11' 1:1 e3 Management. Team
E . I E I 1 E I . E | l I I . I: .

Analysis of the communication patterns of facilities

 

management team projects from the interior designers
perspective revealed that communication patterns will vary
depending upon the individual with whom the designer is
working. Each member of the facilities management team
contributes either negatively are positively to the
cohesiveness of the communication process. How people
communicate with one another within a facilities management
team can have an impact on the working relationship of the
team as a whole. According to Figure 4.1, 54% of the
interior designers felt that their communication with the
team members was reciprocal; 22% felt that they were the
ones who were giving directions where one-way communication
took place. The highest percentage of reciprocation was
with the project manager (54.29%). This is important since
the project manager is generally overseeing the entire
project, and good communication is important to have for
both parties concerned in order to meet client needs.

When the point of communication breakdown or working
mode was analyzed (Table 4.2 and Table 4.3), the results
showed that the positive or negative interaction took place
at the beginning of both successful (62.9%) and problematic
(54.8%) projects. This seems to imply that it is important,
if not essential, to establish good communication patterns

and relationships at the beginning of a project.

55
E '13 E] 12]] I'E'lll I

The management of a project was shown to play an
important role in the perception of the project working
relationship. When the interior designer was brought in at
the beginning of a project the perception was more likely to
be one of success (Table 4.4). This can be coupled to the
need for regularly scheduled progress meetings (Table 4.5).
This is the time to establish role expectations and
responsibilities not only for oneself but for the other
members as well. Analysis showed that the frequency of
meetings such as weekly, bi-weekly or monthly did not have
significance as to the perceived outcome of the project as
long as there were progress meetings scheduled throughout
the project (Table 4.6).

An important issue was brought to light in view of
project management and communication when meeting the
client's needs. The perceptions of the working relationship
do not seem to correlate with meeting the client's needs.
The project will be completed no matter how the working
relationship has progressed. The only differences may be
that problematic projects may take longer and cost more
money to finish.

Patterns of communication between members of a
facilities management team may be clearer, reducing the
perception of a problematic working relationship if Daft and
Lengel's (1986) seven structural characteristics are

utilized. This includes group meetings, integrators, direct

56
contact, planning, special reports, formal information
systems, and rules and regulations.

. . . . . .
go1e_TC1§rétx__EDJdsuL_J2rTEac111t1es__Management__JuumL_4umi

The issue of how role clarity and communication affect
the working relationship was analyzed to reveal that role
clarity for both the interior designer and facilities
management team plays an important part in how people
perceive the working relationship. Based on the data (Table
4.8) the researcher feels that knowing the expectations and
responsibilities of one's role will promote a feeling of
direction and a more stable environment. Communication was
also judged to neither contribute nor detract from project

outcomes.

. . . .
iha_inéeL1mfrDeiiaaa:a_Eerce1xed_LexeL_nf_Bole_Clar1tx_and

Analysis of role clarity and the information seeking
process proved not to be significantly correlated. This
could be due to variables not addressed in the study.

If information seeking is purposive as Johnson (1988)
suggests, designers will make every effort to acquire
information needed to complete their job whether they feel

it is their responsibility or not.

57
T] II . E . E I. E: . I. E] 'II

SEW

The communication flow of the facilities management
team members was not significantly correlated to information
seeking in this study. Once more this may be due to
specific variables not addressed in the survey. It may also
suggest that team members will seek out whatever information
they need to complete the project regardless of their
communication patterns with the other members. This would
lead the investigator to ask if information is always
acquired from the best sources. If this is not the case, it

could give rise to some of the problems in a perceived

problematic project or even in a successful project.

: l . 81E 'l'l'l'

Analysis of the interior designers perception of the
other team members' role responsibilities resulted in a list
of descriptions containing 'many overlapping areas“ The
overlapping responsibilities were prominent with four team
members; the architect, engineer, purchaser and project
manager. An interior designer, by educational standards,
will overlap in knowledge and ability to perform certain
responsibilities with all of the team members. This may be
true between all team members and their educational

standards.

 

 

58
Conclusions

Results of this study provided insights into the
working relationships of a university facilities management
team. Analysis of these findings allowed for several
conclusions to be drawn.

First, it is important to establish reciprocal
communication patterns with those from whom one will be
seeking information at the very beginning of the project.
By being part of the process at the beginning stages,
communication channels are established, and the opportunity
to develop positive interpersonal relationships is
facilitated. This promotes the perception of a successful
working relationship.

Second, establishing regularly scheduled progress
meetings, as suggested by Deft and Lengel (1986), will
promote the perception of a successful project. It will not
make a difference how frequently the meetings are scheduled,
as long as there are regularly scheduled progress meetings.
This places a check and balance system on the team to lower
the level of role ambiguity. This will cause less anxiety
and distortion of reality as well as promote more efficient
performance (Hahn, Wolf, Quinn, Snock & Rosenthal, 1964).

It may also be concluded that the working relationship
of the Facilities Management Team has little bearing on the
end requirements for meeting the client needs, (Table 4.9).

Third, role clarity, if not defined may cause problems

in the perceptions of communication patterns with the other

59

team members. This includes reducing the fear of
overlapping of responsibilities.

Fourth, university facilities management team members
are not always located in the same building or encapsuled
under the same department. According to Hagerstrand's
(1953) research, one could then assume that possible
information seeking between facilities management team
members could be hindered before even beginning.

Finally the information seeking process of designers
and team members may not rely so heavily on role clarity and
the flow of communication between members. It becomes
apparent that team members will acquire information to
complete a project regardless of the level of role ambiguity
or direction of communication with other members. This
substantiates Johnson's theory that information seeking is

purposive (1988).

I' 'l I'

This study involved the use of survey research
methodology. Many limitations are associated. with survey
research (Babbie, 1986). Babbie discusses the limitations
to structural surveys by stating that they are designed to
assess attitudes and characteristics common to all
respondents. Surveys also consist of a limited number of
measures. As a result not all appropriate responses may be
measured. This is true of this study. Using an interview

survey may be the most effective way to obtain precise

60

information, with the opportunity to ask additional
questions if need be would be strongly suggested for future
research.

A second limitation was the low response rate for the
directors of facilities management (12 surveys) even after
aggressive follow-up procedures. If the directors' surveys
had been used, a more comprehensive study would have
resulted. One observation noted by the researcher as to the
low response of the directors was that several directors
routed their surveys back to the interior designer to fill
out. This resulted in three conclusions by the researcher.
(1) The directors do not have time or wish to take time,
(2) they do not really know how the interior designer works
within the team or what their role is and (3) they did not

realize the importance of their own response.

Reconnnendaiions
The first recommendation is for the facilities manager
to establish role descriptions and expectations at the
beginning of a project. Make sure that everyone understands
these expectations within the role set.
Second, have regularly scheduled progress meetings
through out the project. These should include everyone that
will be involved at all stages of the project. Finally,

encourage reciprocal interaction between all members to

61

promote positive communication and possibly more accurate
help for information seeking.

Recommendations for further research involve expanding
the populations surveyed to members of the Institute of
Business Designers (IBD), the American Society of Interior
Designers (ASID) and the International Facility Management
Association (IFMA). This would broaden the base of subjects
creating a more reliable and valid study in terms of numbers
of responses.

Another recommendation for future research would be to
use the information presented in this thesis in conjunction
with the research suggested above to develop teaching
material for interior design or facilities management
students at the college level. This material would be used
to teach communication skills needed to facilitate a
productive and successful working relationship between
facilities management team members.

Several methods of helping students understand the
communication process and its possible problems have been
utilized in the classroom. Teaching teamwork through "role-
playing" was highly advocated through. a study by Hauge
(1986) who interviewed several corporate leaders, each
indicating that poor communication skills were the most
common problems of new employees. "The executives viewed
skills in problem solving, using both creative and technical
skills, as a key ingredient in successful performance in

high tech jobs." Lehman (1987) suggests that business

62

communication students can improve their management and
communication skills by forming teams and playing the roles
of corporate employees, including holding stockholders'
meetings, drawing up reports, discussing new products and in
general honing their professional appearance and conduct.
To show students the importance of role knowledge and
communication, Holgate (1987) brought in an actual client,
Architect, contractor, regulatory authority, and community
interest groups to play a part in an "executive game". It
was designed to give students of civil engineering some
impression of the wider context in the design of a building.
A similar approach. was taken by Hilty-Padgett and Case
(1984) where they instructed their interior design students
to form design teams portraying the various roles of
individuals in the design process: architect, landscape
architect and interior designer. When the student projects
were completed, they were reviewed by a professional team
consisting "of the two faculty members teaching the course,
an architect, a broker representing a local development
firm, a builder and an engineer". Through this exercise
students were able to see the aspects involved in
cooperative’ decision-making; ILachs (1984) discusses the
need for role-playing and case studies in the classroom. He
feels that facts and information should be obtained from the
lecture method of teaching, while techniques that develop
conceptual skills and affect attitudes are best learned

through simulation techniques. By combining lectures, role-

63

playing and case studies, one should have a strong teaching
package to begin teaching the communication skills that
interior design students are lacking. Current college
students represent the up-and-coming facilities management
teams of the future. By teaching them interpersonal
communication skills needed for the design process, it will
strengthen the possibility for group cohesiveness needed to

complete a design project, both effectively and efficiently.

LIST OF REFERENCES

LIST OF REFERENCES

ABC Teaching Methodology and Concepts Committee-
Subcommittee 1., (1987, December) How to Teach
Interpersonal Communication Techniques in a Basic
Business Communication Class. Bulletin_oi_th=
Wp 24 27

Allen, T. J. (1977). The technological literature.

WWW. (Ch. 4), Cambridge,
Mass.: MIT Press

American Institute of Architects. (1987, March) The

WSW. . EII' i' 'Eiil'lE

Babbie, E.R. (1986). The_2r.a.c.tioe_cf_SociaL_Resoaroh,
(4th ed.). Belmont, CA: Wadsworth Publishing Company

Daft, R.L., 8 Lengel, R.H. (1986). Organizational
information requirements, media richness, and

structural design. Mananoment_5oionofi,.32, 554-571.

Deutsch, Morton. (1969). Conflicts: Productive and
Destructive. lournal_of_Soci.al_Issues. 25(1) ,

Druckman, Danial and Zechmeister, Kathleen. (1973). Conflict
of Interest and Value Dissensus: Propositions in the

Sociology of Conflict. W. 2.6.“).
449-466.

Farace, R. V. (1977). Communication patterns in

organizations-' macro- -Networks' Communicatinn_and
ornanizina.(Ch. 8). Reading, Mass.: Addison-Wesley

Granovetter, M. S. (1973). The Strength of Weak Ties.
AmerioaLlcurnaLofJooioloox 18., 1360- 1380

Hagerstrand, T- (1953). WA
Process, Chicago: University fo Chicago Press.

Hartman, Johnson, (1989, Summer). Social Contagion and
Multiplexity Communication Networks as Predictors of
Commitment and Role Ambiguity Human_Commnnioation,
Research,15.(4). 523- 548

Hauge, Sharon H.. (1968, Fall) Skills for the New World
Washing. 34(4) , 141-144

64

65

Hooker, Joyce L., and Wilmot, William W.. (1985)
InteroersonalJonflict. Dubuque. Iowa: Wm. C. Brown

Publishers

Holgate, Alan. (1987) Role-play Simulation of Building
Projects. ' '

Education,12 227- -283

House, R. J. . Rizzo, J. R. (1972, June), Role Conflict and
Ambiguity as Critical Variables in a Model of

Organizational Behavior. Ozganizational_Behalioz_and
W, 1(3). 87

Johnson, J.D. (In Press) Technological and Spatial Factors
Related to Organizational Communication Structure

lounnaLcLMananerialJauea

Johnson, J.D. (1988). On the Use of Communication

Gradients . HanthoRJLIntomrsonaLLommunioaticn.
Eds. G.M. Goldhaber and G.A. Barnett. Norwood, N.J.:

Ablex

Hahn et a1. (1964) WWW
and_Ambianitxs New York: Wiley

Hahn, R.L., Wolfe, D.M., Quinn, R.P., Snock, J.D., 8
Rosenthal, R.A. (1964). ' ' °
' ' . New York: John Wiley

Katz, D0: 8- Hahn R L (1978) WWW
oxnanizationn. New York: John Wiley

Hilty- Padgett, Roberta, Case, F. Duncan. (1984), Innovative
Approaches to Teaching Residential Design. lonrna1_o£
Wamu), 17- -25

Lachs, Avraham- (1984). WWW

Lehman, Carol M.. (1987 December), Business Communication
Students Demonstrate Realistic Business Practices.
E 1] I. E I] E . |° E E . : . l° .

Lenz, E. R. (1984). Information Seeking: A Component of
Client Decisions and Health Behavior. Adnanoos_1n.

We, .6, 59-72

PerSingr Bobbye SorreIS- (1981). BusinessJonnnunioaticn
Dinamioss Columbus, Ohio: C.E. Merrill Publishing CO.

Putnan, L.L., Poole, M.S., (1987), Conflict Negotiation.
' , 555

66

Rizzo, J. R. House, R. J. 8Lirtzman, S. I. (1970). Role
conflict and ambiguity in complex organizations.
..15, 150- -163

Rocker, Edward H” (1977) CommicatingManizationz-z.

Cambridge, Mass: Winthrop Publishers, Inc.

Schmertz, Mildred F. (1987) AIA versus ASID: A Battle for
Turf , ASIILRecoLd.

Tedeschi, J.T., et al, (1973) The Exercise of Power.
Wane, Chicago, Ill: Adine
Publishing Company.

Thompson. J.D. (1967). Organizat1ons_iLAc.tion. New York:
McGraw-Hill

Townsend, J.. (1986), Making People Talk: From Empathy to
Inquisition.

Training. 111(8). 3-8

Wyatt, Nancy, Atwater, Deborah F. (1987 December),
Improving Communication at Work. Bu11e11n_o£_ih=
Aasooiation_foL_Businesa_Communi.cations, 51(4), 2-7

APPENDIX

67

MICHIGAN STATE UNIVERSITY

 

COIILGE or HUMAN ECOLOGY LAST LANSING 0 MICHIGAN 0 Olin-IO”
DEPARTMENT or HUMAN ”ORIENT AND DESIGN

March 7, .1991
Dear AUID Member,

I am a Graduate Student at Michigan State University in Facilities Design and
Management as well as an Affiliate member of AUID. The focus of my Masters
Thesis study is on the working relationships of University interior Designers
and the Facilities Management teams with whom they interact. A Facilities
Management team. for this study, will consist of the University's Architect,
Engineer, Project Manager, Installer, Purchaser, and Interior Designer. '

The purpose of this study is to document perceived communication patterns
between University Interior Designers and the other professionals with whom
they work and how their work relationship effects the job as a whole.

This survey should take approximately 10 minutes to complete. All responses
will be strictly confidential. Your name and school will not appear on the
survey. The survey will be numerically coded. You indicate your voluntary
agreement to participate by completing and returning this questionnaire.
information collected is for support of my Masters Thesis. Publication based
on thesis is expected. The results will be sent to the AUiD Record.

As you answer the questions on the subsequent pages, please think first in
terms of successful projects in which you were involved. Success will be
defined in terms of good working relationships and communication between the
interior designer and facilities management team rather than in terms of
meeting deadlines and budgets or the design quality of the end product.
Then think of projects you were involved in that were problematic.
Problematic will be defined as poor working relationships and communication.

When you have completed the survey, please fold it and place it in the
enclosed stamped envelope and return by March 30, 1991. Your prompt
attention is appreciated. Thank you for your cooperation.
if you have any questions please feel free to contact me at:

614 Vernon Dr.

Mt. Pleasant. Ml 48858
(517) 773-0813

Nancy VanOver, Investigator

- ‘-

MIC is so Allin-same Arlene. Equal Weath- [aunt-len-

68

SUCCESSFUL PROJECT ‘

Briefly describe, in terms of project type, size, duration, budget, square feet
and number of people involved, a project where the communication and
working relationship between yourself and the l'acilifies Management team
members was SUCCESSFUL. (The Facilities Management team should include at
least four of the following members: Architect, Engineer, Project Manager,
Purchaser, Installer or Interior Designer).

1. At what point did you become involved in the project?
Beginning :9 Middle End 1 ,.

2. At what point did communication patterns begin to work?
Beginning 22 Middle 13 End ,

 

3. Were there regularly scheduled progress meetings?
Y” 4.0. NO is

4. How often were they? Weekly _ Bi-weekly _ Monthly _

For questions 5-9 please check on the continuum the degree you feel best
answers the question.

5. To what extent do you feel your role was clear?
Lg. extent 18 10 5 2 O Sm. extent

6. To what extent do you feel the other team members roles were clear?
Lg. extent 14 8 5 0 Sm. extent

7. To what extent do you feel the success of the finished job was due to
the success of the team's communication and working relationship?
Lg. extent 14 15 3 3 0 Sm. extent

8. To what extent do you feel the working relationship and communicab’on
was a success overall.
Lg extent 15 12 6 2 0 Sm. extent

9. How would you rate the finished job in terms of meeting clients needs,
budget, deadlines, 2aznd dlefign qiialiti?

Very Successful 0 Very unsuccessful

_2—

69

 

Briefly describe, in terms of project type. size, duration, budget, square feet
and number of people involved. a project where the communication and
working relationship between yourself and the Facilities Management team
members was PROBLEMA‘I‘IC. (The Facilities Management team should include at
least four of the following members: Architect, Engineer, Project Manager,
Purchaser, Installer or Interior Designer).

1. At what point did you become involved in the project?
Beginning 21 Middle 2 End 5",

2. At what point did communication begin to break down?
Beginning .1]. Middle .1}. End}...

3. were there regularly scheduled progress meetings?
Yes _9_ No _1_Q_,

4. How often were they? Weekly __ Bi-weekly __ Monthly _

For questions 5-9 please check on the continuum the degree you feel best
answers the question.

5. To what extent do you feel your role was clear?
Lg. extent 14 6 2 3 6 Sm. extent

6. To what extent do you feel the other team members were clear?
Lg. extent 3 6 9 8 Sm. extent

7. To what extent do you feel the problems of the finished job were due to
the problems of the team's communication and working relationship?
Lg. extent 3L 1 J 5 1 Sm. extent

8. To what extent do you feel the working relationship and communication
was a success overall.
Lg extent 0 3 ' 3 16 9 Sm. extent

9. How would you rate the finished job in terms of meeting clients needs,

budget, deadlines, and design quality?
Very Successful 3 8 12 7 1 Very unsuccessful

-3-

 

 

 

7O

HORKINO RELATIONSHIP OF FACILITIES MANAGEMENT TEAM

10. How often do you work with the University's: (check your answer)

EVERY PROJECT SPECIAL PROJECTS NEVER
‘ %

 

 

 

 

 

 

 

 

 

 

 

Architects: 4 9 t 4 1 7 %
Engineer: 1 7 % 1Q; 4 D it
Manager: 12!; £51}; 1 215
Purchaser: E; __JIL_Z_t_ 3 is
Installers: 7 7 5'5 __1_Z_§_ 3 S
11. At what point in most projects do you interact with the:
BEGINNING MIDDLE END NEVER
Architect: 0 t 2 3 1 1 t 6 S
Engineer: 37% _1_7_§ 11% 35%
Manager: _‘7;i_jl_ 11% __15_%_ 6 it
Purchaser: fl; 4: 61k ___!f_§_ 1 1 %
Installers: 261: 2315 415% 5 %

 

 

 

 

12. What do you perceive the responsibilities of a given project to be for the:
Architect:

 

 

 

Engineer:

 

 

Manager:

 

 

Purchaser:

 

 

Installer:

 

 

Interior Designer:

 

 

13. Do you feel any of the preceding peoples responsibilities overlap with
yours? Yes 67% No 33% If yes, please identify
whose:

 

 

14. Does this cause problems in your communication with those people?
Yes __2; No __3_1_§_ Sometimes §Qs ,

71

WORKING RELATIONSHIP OF FACILITIES MANAGEMENT TEAM

15. Do you feel the direction of communication flow on a project with the
following people is best described as:

Reciprocal/two-way Designer->Other Other->Designer

Architect: 5 ‘7 5 2 g 2 ‘2 2
Engineer: 34 5 35$ 2 32
Manager: 7 7 § 3: E g
Purchaser: S 45 29 1 2 ‘5
Installer: 4 § 5 g 3%, 3 "g
16. Does the size of a job dictate if you work with the:
YES NO (If yes): SQUARE FEET BUDGET
Architect: _ __
Engineer: _ __
Manager: __ _
Purchaser: _ _
Installer: _ _

17. At what point in most projects are you asked to be involved?
Beginning Middle End

 

 

18. Please complete the following statement by checking your answer/s.
I feel that the problem of communication is often attributed to sonnone's:

 

1. Lack of knowledge pertaining to the project? .33.;
2. Explanation of directions? ._3-.§.
3. Role clarity? ..ELL
4. Role expectation? _%
5 ___...-

. Jargon only associated with their profession?

19. Combining students and employees, how large is your
University?

20. How many Interior Designers are on staff?

21.In what department are you employed?

 

22. What areas on campus are your responsibility?

 

 

23. What are your responsibilities for a given project? is: space plan,
specifications, ect.

 

PLEASE ADD ANY ADDITIONAL COMMENTS OR SUGGESTIONS THAT YOU FEEL
NOULD HELP WITH COMMUNICATIONS AND TIIE WORK RELATIONSHIP OR OTHER
PROBLEM AREAS NOT ADDRESSED BY THIS SURVEY ON THE BACK OF TI'IIS
PAGE.

'72

MICHIGAN STATE UNIVERSITY

 

com: 0! HUMAN ECOLOGY LAST LANSING 0 IMAM 0 0836-108
DEPARTMENT 0' HUMAN DWNKENT AND DUGN

March 1, 1991

Dear Facility Planner,

I am a Graduate Student at Michigan State University in Facilities Design and
Management. The focus of my Masters Thesis study is on the working
relationships of University Interior Designers and the Facilities Management
teams with whom they interact. A Facilities Management team, for this study,
will consist of the University's Architect. Engineer, Project Manager. Installer,
Purchaser. and Interior Designer.

The purpose of this study is to document perceived communication patterns
between University Interior Designers and the other professionals with whom
they work and how their work relationship effects the job as a whole.

This survey should take approximately 10 minutes to complete. All responses
will be strictly confidential. Your name and school will not appear on the
survey. The survey will be numerically coded. You indicate your voluntary
agreement to participate by completing and returning this questionna're.
Information collected is for support of my Masters Thesis. Publication based
on thesis is expected. The results will be sent to the AUID Record.

As you answer the questions on the subsequent pages, please think first in
terms of successful projects in which your department was involved. Success
will be defined in terms of good working relationships and communication
between the interior designer and facilities management team rather than in
terms of meeting deadlines and budgets or the design quality of the end
product. Then think of projects your department was involved in that were
problematic. Problematic will be defined as poor working relationships and
communication.

When you have completed the survey, please fold it and place it in the
enclosed stamped envelope and return by March 30, 1991. Your prompt
attention is appreciated. Thank you for your cooperation.

If you have any questions please feel free to contact me at:

614 Vernon Dr.
Mt. Pleasant, Ml 48858
(517) 773-0813

Ad2’f)/ a 'LJ/Zé/‘E _b

l
Nancy VanOver, Investigator

”SC is e- .V/ir—olme Anson/Equal Ofiofleeaty lam-u.-

 

 

 

SUCCESSFU L PROJECT

73

Briefly describe. in terms of project type, size, duration, budget, square feet
and number of people involved, a project where the communication and
working relationship between the Padlities Management team members and
Interior Designer was SUCCESSFUL. (The Facilities Management team should
include at least four of the following members: Architect, Engineer, Project
Manager, Purchaser, Installer or Interior Designer).

3.

4.

At what point did the Interior Designer become involved in the project?
Beginning Middle End _,.

At what point did communication patterns begin to work?
Beginning Middle End _ ._,

 

Were there regularly scheduled progress meetings?
Yes No ,

 

How often were they? Weekly _ Bi-weekly _ Monthly _

Por questions 5-9 please check on the continuum the degree you feel best
answers the question.

5.

6.

To what extent do you feel the Interior Designer's role was clear?
Lg. extent Sm. extent

To what extent do you feel the other team member's roles were clear?
Lg. extent Sm. extent

To what extent do you feel the success of the finished job was due to
the success of the team's communication and working relationship?
Lg. extent Sm. extent

To what extent do you feel the working relationship and communication
was a success overall.
Lg extent Sm. extent

How would you rate the finished job in terms of meeting clients needs,

budget, deadlines, and design quality?
Very successful Very unsuccessful

-2-

 

1": 2‘
u

 

74

PROBLEMATIC PROJECT

Briefly describe, in terms of project type, size, duration, budget, square feet
and number of people involved, a project where the communication and
working relationship between the Facilities Management team members and
Interior Designer was PROBLEMNTIC. (The Facilities Management team should
include at least four of the following members: Architect, Engineer, Project
Manager, Purchaser, Installer or Interior Designer).

1. At what point did the Interior Designer become involved in the project?
Beginning __ Middle __ End___,

2. At what point did communication begin to break down?
Beginning Middle End ,
3. Were there regularly scheduled progress meetings?

Yes No ,

 

4. Mow often were they? Weekly Bi-weekly __ Monthly _

Por questions 5-9 please check on the continuum the degree you feel best
answers the question.

5. To what extent do you feel the Interior Designer's role was clear?
Lg. extent Sm. extent

6. To what extent do you feel the other team member's roles were clear?
Lg. extent Sm. extent

7. To what extent do you feel the problems of the finished job were due to
the problems of the team's communication and working relationship?
Lg. extent Sm. extent

8. To what extent do you feel the working relationship and communication
was a success overall.
Lg extent Sm. extent

9. How would you rate the finished job in terms of meeting clients needs,

budget, deadlines, and design quality?
Very successful Very unsuccessful

-3-

 

75

WORKING RELATIONSHIP OF FACILITIES MANAGEMENT TEAM

10. How often do the following people work with your Interior Designer:

EVERY PROJECT SPECIAL PROJECTS NEVER
Architects:
Engineer:
Manager:
Purchaser:

Installers:

 

 

11. At what point in most projects do the following people interact with the
Interior Designer:

BEGINNING MIDDLE END NEVER
Architect:
Engineer:
Manager:
Purchaser:
Installers:

12. What do you perceive the responsibilities of a given project to be for the:

 

 

Engineer:

 

 

Manager:

 

 

Purchaser:

 

 

Installer:

 

 

Interior Designer:

 

13. Do you feel any of the preceding peoples responsibilities overlap with
yours? Yes __ No If yes, please identify whose

 

 

14. Does this cause problems in the communication with those people?
Yes No Sometimes ,

 

 

76

WORKING RELATIONSHIP OF FACILITIES MANAGEMENT TEAM

15. Do you feel the direction of communication flow between the Interior
Designer and the following people is best described as:

Reciprocal/two-way Designer->Dther Other->Designer
Architect: __
Engineer:
Manager:
Purchaser:
Installer:

 

 

 

16. Does the size of a job dictate if the Interior Designer works with the:

.4

ES (If yes): SQUARE FEET BUDGET
Architect:
Engineer:
Manager:
Purchaser:

Installer:

lllllz
O

17. At what point in most projects does the Interior Designer become involved?
Middle

18. Please complete the following statement by checking your answer/s.
I feel that the problem of communication is often attributed to someone's:

1. Lack of knowledge pertaining to the project?
2. Explanation of directions?

3. Role clarity?

4. Role expectation?

5. Jargon only associated with their profession?

Beginning End

 

 

 

19. Combining students and employees, how large is your
University?

20. How many Interior Designers are on staff?

21. In what department are you employed?

 

22. What areas on campus are your responsibility?

 

 

23. What are your responsibilities for a given project? ie: space plan.
specifications, etc.

 

 

PLEASE ADD ANY ADDITIONAL COMMENTS OR SUGGESTIONS THAT YOU FEEL
WOULD HELP WITH COMMUNICATIONS AND THE WORK RELATIONSHIP OR OTHER
PROBLEM AREAS NOT ADDRESSED BY THIS SURVEY ON THE BACK OF THIS
PAGE.

"IIIIIILIIIIIIIIIIIIIIT