Samenvatting

Corporate identity represents the sum of immaterial values in an organisation, as well as the degree to which employees identify with their employer. For this reason, the purpose of this paper will be to first assess whether the FCJ has a distinct and personal identity, and what the consequences are regarding the way the faculty is functioning. A broad variety of tools is available in order to assess corporate identity, yet a selection was made in order to meet the feasibility requirements, such as time and means. It was therefore decided to focus on storytelling, qualitative interviews with managers, field research in the form of opinion gathering throughout the building and a survey to be filled in by all FCJ employees.
The survey was based on Rokeach's value survey, as well as the rest of the field research. A link to the survey was sent to all the employees, and the response rate was quite high:, almost 40%.
The results showed that the FCJ has, indeed its own corporate identity, but that several aspects divide and prevent it from fully reaching its potential. The FCJ is an ambitious, open-minded and friendly faculty in which people value freedom, enjoyment and challenge in their work life. This faculty is also one in which people feel like family, which is positive in terms of friendliness, yet backfires since people are too afraid to hurt each others' feelings and hence make feedback a taboo subject.
This makes people feel too comfortable, and lose touch with their professionalism. The lack of organisation and innovation were also pointed out by employees as flaws, clashing with employees' desires of high achievements and efficiency. Another notable contradiction concerns internationalisation, which is perceived in drastically different terms depending on the teams. The results further pointed out a difference between the management's vision and experience of the faculty, and that of the staff. To conclude, the research showed that although the FCJ shows clear signs of a shared common identity, several aspects still divide teams and prevent it from reaching its potential. Further investigation should be done in order to determine the exact reasons behind these gaps in opinions. Furthermore, the research pointed out that an important hindrance to unity is the fact that teams do not know enough about each other's activities. It is therefore advised to create more room for internal activities, as well as to encourage inter-programme projects and activities in order to stimulate sharing and cooperation.