| Learning how to decipher the way an organization works is a universal problem faced by individuals new to the organization. Each individual must find his or her own way through the maze of formal organizational structure and integrate into the informal social network structure.;The following questions are designed to direct this study: (1) Will individuals who have been in the organization longer have better developed social networks? (2) Will some individuals create larger networks with higher numbers of redundant connections, and what are the attributes of those individuals? (3) Are there operational activities that enable certain individuals to develop larger networks?;To answer these questions, data was gathered via a questionnaire, administered online. The responses to the questionnaire were analyzed with the assistance of UCINET, to create network maps and tables, and Microsoft Excel was utilized to determine correlation coefficients between attributes and operational activities.;This study contributes to the research on social networks. Potentially this information may assist individuals in creating better social networks and integrating into new environments at a faster rate. Additionally, this study may contribute to changes in hiring processes, job descriptions or training of new individuals in an organization. For example, a question asked of prospective employees might be "Give an example of how you have created the work place relationships necessary to do your job." In the future, job descriptions might include a statement regarding the necessity of network building skill sets, and employee training sessions would include information on the "corporate culture" with tools on how to build necessary relationships or who to go to in the organization.;Findings from the research include six participating secretaries representing 21% of the classified ranks, but 38% of the committee membership with an average of 3.5 committees each, and 40% of the leadership positions with an average of 3 leadership positions each. In comparison, full-time faculty serve on an average of 3.7 committees each and had 3.8 leadership positions.;Ideas for future studies are presented, as well as what would be done differently in the study if done again. |
