A path analytic statistical procedure was used to assess the strength of relationships between management activities and morale as well as between morale and commitment. In the previous study, personal observation, interviews, and survey findings all revealed that communication is a problem at the MCC affecting all levels within the MCC and between the MCC and the region. An apparent reason for the breakdown was poor visibility and accessibility of managers. The present analysis supports the findings of the study team and adds weight to their conclusions. One model indicates that the effect of improved management techniques is improved organizational relations based in trust in management and staff cohesion. A second model indicates that to enhance the organizational factors of trust and cohesion ultimately weakens employees' consideration of quitting and their search for alternative employment. It is suggested that the managers of the MCC meet and discuss the individual items subsumed in the factor scales and develop ways to reduce specific employee concerns, and it is recommended that the training center consider adding this report and other reports of this nature to the curriculum for management training. Tabular and graphic data are provided.