Close

Survey: Respondents Split on Idea That Upper Management Understands Their Problems

Wire-ALN-2009-03-A.jpg

ALN Wire Survey Chart
ALN Wire Survey Chart

Wire-ALN-2009-03-B.jpg

ALN Wire Survey Chart
ALN Wire Survey Chart

Bruce Beggs |

CHICAGO — If you were asked about upper management’s appreciation for you and your operation, what would be your response? Would it be upbeat and appreciative, or would it be filled with frustration and anger?
Nearly 60% of respondents to this month’s unscientific Wire survey either strongly agree (26.9%) or somewhat agree (32.7%) that upper management provides clear direction for their operation. Nearly 29% disagree (13.5% strongly, 15.4% somewhat), and the remaining 11.5% are neutral.
Forty-six percent agree (30.8% strongly, 15.4% somewhat) that upper management has a long-term view, even in these recessionary times, and seems willing to invest in their operations. Twenty-five percent disagree (9.8% strongly, 15.4% somewhat), and the remaining 28.8% neither agree nor disagree.
There’s a near-deadlock when it comes to deciding if upper management understands the problems that laundry and linen managers face. Thirty-nine percent agree (15.7% strongly, 23.5% somewhat) that their managers do understand their problems, while 41% disagree (19.6% strongly, 21.6% somewhat). The remaining 19.6% are neutral.
Sixty-nine percent of respondents believe that upper management treats them with respect (37.3% strongly agree, 31.4% somewhat agree), and 59% say they’re satisfied with their company’s strategic direction (30.8% strongly agree, 25% somewhat agree).
Respondents were asked to name one thing they would change about their operations immediately. Their replies, not surprisingly, most often related to space, equipment and, sometimes, their bosses or colleagues.

  •   
  • “Have other management staff spend a week running (OK, pretend they are running) the operation. Then they can see cause and effect, difficulties in completing all assigned tasks in our reduced hours, and the complicated planning that goes into making it appear easy.”
  • “It would be a larger laundry facility, for one. Added equipment would be a batch washer and steam tunnel.”
  • “Better communication between areas in need of linen.”
  • “Have all management work in the laundry for two days.”
  • “Start to set aside so much (money) per pound for equipment replacement.”
  • “I would request more communication from upper management.”
  • “More financial support for educational opportunities such as webinars, conference seminars and association affiliations.”
  • “Top executives and management need to value and respect employees. Even if they don’t, they most certainly need to appear as if they do.”
  • And one manager may have already gotten what he or she wanted: “Just invested $1.5 million in capital equipment upgrades.”    

Subscribers to American Laundry News’ Wire e-mails — distributed weekly — are invited to participate in an industry survey each month. The unscientific survey is conducted online via a partner website. Each survey is developed so it can be completed in 10 minutes or less. Readers are encouraged to participate, as a greater number of responses will help to better define operator opinions and industry trends.
Click here and follow the menu instructions to sign up for the free e-mail service.
 

About the author

Bruce Beggs

American Trade Magazines LLC

Editorial Director, American Trade Magazines LLC

Bruce Beggs is editorial director of American Trade Magazines LLC, including American Coin-Op, American Drycleaner and American Laundry News. He was the editor of American Laundry News from November 1999 to May 2011. Beggs has worked as a newspaper reporter/editor and magazine editor since graduating from Kansas State University in 1986 with a bachelor’s degree in journalism and mass communications. He and his wife, Sandy, have two children.

Advertisement

Digital Edition

Latest Classifieds

Industry Chatter