Web Lecture: Democracy & Dialogue – Blog 4
On this week’s web lecture, Professor Cyborg reiterates the meaning of dialogue described in chapter 2, “dialogue requires a balance between expressing ourselves and understanding the perspectives that others bring to an issue. You want to be passionate about both.” The term “passionate” stands out to me. Most people are passionate about their own views, but are seldom passionate about another’s views. It’s much easier for people to have respect for, or even express interest in, another viewpoint, but to be passionate about a differing opinion takes an enormous amount of effort. This is the underlying principle of critical thinking. Because one cannot know everything there is to know about the world, we have no alternative but to encourage dialogue and embrace varying ideas. Organizations that do so are more productive and have increased employee satisfaction.
Friday, July 4, 2008
Thursday, July 3, 2008
Week 5 - Blog 3
Ch. 11 Working with Integrity: Organizational Communication as Disciplined Practice – Blog 3
One repetitive concept seen in communication studies is the idea that people should be consciously aware of the way they communicate with others. On p. 345, mindful communication is described as being “a mental and relational activity that is both purposeful and strategic.” If people are able to realize the implications of purposeful communication, I think they would be more apt to make a conscious effort to communicate and listen effectively.
On p. 350, the principle of doing what you said you would do resonates with me. Businesses rely heavily on sales. In fact, it would seem that every business has something that they’re selling. In the companies I have worked for, it has always been common for sales men and women to say whatever it is they need to say in order to make the sell. Although, “talking-the-talk” proved profitable the first time around, the sales persons who maintained integrity with customers by committing themselves to promises they may have made also maintained better customer relationships.
One repetitive concept seen in communication studies is the idea that people should be consciously aware of the way they communicate with others. On p. 345, mindful communication is described as being “a mental and relational activity that is both purposeful and strategic.” If people are able to realize the implications of purposeful communication, I think they would be more apt to make a conscious effort to communicate and listen effectively.
On p. 350, the principle of doing what you said you would do resonates with me. Businesses rely heavily on sales. In fact, it would seem that every business has something that they’re selling. In the companies I have worked for, it has always been common for sales men and women to say whatever it is they need to say in order to make the sell. Although, “talking-the-talk” proved profitable the first time around, the sales persons who maintained integrity with customers by committing themselves to promises they may have made also maintained better customer relationships.
Wednesday, July 2, 2008
Week 5 - Blog 2
Ch. 10 Organizational Alignment: Managing the Total Enterprise – Blog 2
The business life cycle is discussed on pages 614 and 315. It’s interesting how, in each stage, the strategies for maintaining and growing a business change. What’s even more fascinating is that it appears that the most prominent change occurs during the maturity cycle. One would think that once a company has reached maturity that it would continue to maintain its success, but instead this is the time when a company lets go of old ways of doing things and seeks renewal. In the Abercrombie & Fitch example, the company experienced an about-face by changing their target audience. Given that the death cycle can occur in any phase, companies in the maturity cycle are no more immune to failure than those in the birth cycle. Although the Abercrombie & Fitch story is listed as a success story, there have been recent complaints that their advertising exploits young adults and is too provocative for its target audience. Even successful companies in the maturity cycle, such as Abercrombie and Fitch, must still continue to evaluate themselves and how they communicate to the outside world.
The business life cycle is discussed on pages 614 and 315. It’s interesting how, in each stage, the strategies for maintaining and growing a business change. What’s even more fascinating is that it appears that the most prominent change occurs during the maturity cycle. One would think that once a company has reached maturity that it would continue to maintain its success, but instead this is the time when a company lets go of old ways of doing things and seeks renewal. In the Abercrombie & Fitch example, the company experienced an about-face by changing their target audience. Given that the death cycle can occur in any phase, companies in the maturity cycle are no more immune to failure than those in the birth cycle. Although the Abercrombie & Fitch story is listed as a success story, there have been recent complaints that their advertising exploits young adults and is too provocative for its target audience. Even successful companies in the maturity cycle, such as Abercrombie and Fitch, must still continue to evaluate themselves and how they communicate to the outside world.
Tuesday, July 1, 2008
Week 5 - Blog 1
Ch. 9 Communicating Leadership – Blog 1
On p. 278 and 279, our text describes Situational and Transformational leadership styles. The description of the situational leader stood out to me, because my direct supervisor possesses many of these traits. She is a high advocate for finding good, mature employees and then empowering them to make their own decisions with very little supervision. Like the text suggests, situational leaders may not communicate very effectively in all situations, and they are unable to motivate and inspire others. I find that my direct supervisor does indeed have a difficult time communicating with various groups at my organization. However, in the right setting, she can be quite encouraging and inspirational. I, personally, am more inspired to work hard when I’m not being micromanaged. It appears that situational leaders are the least likely to micromanage their staff.
I have another supervisor who would fall more into the category of a transformational leader. He’s very proactive in inducing change, and he is incredibly strategic and persuasive in his communication in order to encourage organizational change. When my husband and I planned to move from TX to CA, my “situational supervisor” had discussed the option of me having a remote office with the company’s owner. However, her inability to communicate effectively with him hindered her attempts to persuade him. My “transformational supervisor,” on the other hand, was able to convince the owner, with little effort, that a remote office situation would be ideal.
On p. 278 and 279, our text describes Situational and Transformational leadership styles. The description of the situational leader stood out to me, because my direct supervisor possesses many of these traits. She is a high advocate for finding good, mature employees and then empowering them to make their own decisions with very little supervision. Like the text suggests, situational leaders may not communicate very effectively in all situations, and they are unable to motivate and inspire others. I find that my direct supervisor does indeed have a difficult time communicating with various groups at my organization. However, in the right setting, she can be quite encouraging and inspirational. I, personally, am more inspired to work hard when I’m not being micromanaged. It appears that situational leaders are the least likely to micromanage their staff.
I have another supervisor who would fall more into the category of a transformational leader. He’s very proactive in inducing change, and he is incredibly strategic and persuasive in his communication in order to encourage organizational change. When my husband and I planned to move from TX to CA, my “situational supervisor” had discussed the option of me having a remote office with the company’s owner. However, her inability to communicate effectively with him hindered her attempts to persuade him. My “transformational supervisor,” on the other hand, was able to convince the owner, with little effort, that a remote office situation would be ideal.
Friday, June 27, 2008
Week 4 - Blog 4
Web Lecture Technology and Teams – Blog 4
The communication imperative view point, discussed on the Technology and Teams web lecture, suggests that we are social beings who will find ways to connect regardless of the communication channel. The ARPANET example given illustrates how humans will look for ways to connect on an interpersonal level despite any lack of face-to-face contact or despite whether or not the communication channel is designed for interpersonal relations. The desire we have to connect with each other supports the notion that it’s important to be able to relate with your coworkers. Team-based organizations allow for constructive and productive ways for members to improve their organization while also allowing members to connect with each other.
The web lecture also discusses our pervasive communicative society. We can essentially communicate with anyone, anywhere, and at anytime. As with everything in life, there are cons to a pervasive communication environment, but there are also many pros. Our pervasive communication environment permits me to live in California while working for a company in Texas. Most people consider living in different areas of the U.S. or world, but are tied-down to a specific geographic location for work purposes. It’s really thrilling and freeing to know that a pervasive communication environment rids us of the need to live in close physical proximity to work; one can essentially live and work wherever they want.
The communication imperative view point, discussed on the Technology and Teams web lecture, suggests that we are social beings who will find ways to connect regardless of the communication channel. The ARPANET example given illustrates how humans will look for ways to connect on an interpersonal level despite any lack of face-to-face contact or despite whether or not the communication channel is designed for interpersonal relations. The desire we have to connect with each other supports the notion that it’s important to be able to relate with your coworkers. Team-based organizations allow for constructive and productive ways for members to improve their organization while also allowing members to connect with each other.
The web lecture also discusses our pervasive communicative society. We can essentially communicate with anyone, anywhere, and at anytime. As with everything in life, there are cons to a pervasive communication environment, but there are also many pros. Our pervasive communication environment permits me to live in California while working for a company in Texas. Most people consider living in different areas of the U.S. or world, but are tied-down to a specific geographic location for work purposes. It’s really thrilling and freeing to know that a pervasive communication environment rids us of the need to live in close physical proximity to work; one can essentially live and work wherever they want.
Thursday, June 26, 2008
Week 4 - Blog 3
Ch. 8 Teams and Networks: Collaboration in the Workplace – Blog 3
I was really intrigued by Stohl and Cheney’s explanation of pragmatic paradoxes on p. 231. In previous chapters, inclusivity amongst employees is significantly stressed. I found myself agreeing with the notion that all members of an organization should be involved in decision making processes, and I assumed all members would be eager to participate. I didn’t consider the “pragmatic paradox” which suggests that organizational members may view this inclusive approach negatively, looking at it as more of a burden than an opportunity. I think this concept is very important for managers and team leaders to grasp. It will help them to communicate the importance of collective decision making, but also be mindful of other members’ time and priorities at work and at home.
On p. 235, our text describes our modern team-based organizational structure as being one where “every employee is seen as possessing valuable knowledge that must be widely shared for the benefit of the whole.” An organization that truly values each individual will be better able to entice people to voluntarily join teams and thus limit the existence of the pragmatic paradox.
I was really intrigued by Stohl and Cheney’s explanation of pragmatic paradoxes on p. 231. In previous chapters, inclusivity amongst employees is significantly stressed. I found myself agreeing with the notion that all members of an organization should be involved in decision making processes, and I assumed all members would be eager to participate. I didn’t consider the “pragmatic paradox” which suggests that organizational members may view this inclusive approach negatively, looking at it as more of a burden than an opportunity. I think this concept is very important for managers and team leaders to grasp. It will help them to communicate the importance of collective decision making, but also be mindful of other members’ time and priorities at work and at home.
On p. 235, our text describes our modern team-based organizational structure as being one where “every employee is seen as possessing valuable knowledge that must be widely shared for the benefit of the whole.” An organization that truly values each individual will be better able to entice people to voluntarily join teams and thus limit the existence of the pragmatic paradox.
Wednesday, June 25, 2008
Week 4 - Blog 2
Ch. 7 Identity and Difference in Organizational Life – Blog 2
On p. 220, intersecting identities in organizations is addressed. Strategies for enabling people to become better communicators in dealing with multiple identities are listed on p. 223. The first suggestion is to be mindful of your own privileges. I think in some ways that is what the FGC students engage in, as mentioned on the previous page. Most FGC students are cautious in how they communicate with others back home so as not to invoke jealousy in their family members and friends. I think this is probably a good thing; they are being mindful of their situation and thus are more aware of how they present themselves to others. They work to make sure they don’t communicate in a demeaning or belittling way to their peers and family members who did not pursue a degree from a college or university.
The second suggestion addresses being proactive to communicate multiple identities. “As a ‘child-free’ manager, you might look for more ways to be responsive to your employees who are parents of young children.” I remember reading a magazine article about an all-female business. The business owner did not have any children, but many of her female employees did. The business owner stated that rather than lose good employees, she wanted to make changes within her organization to accommodate her employees. She decided to provide a day care facility in the company’s building. This is one example of how a “childless” employer was mindful and proactive, which resulted in happier, more loyal employees.
On p. 220, intersecting identities in organizations is addressed. Strategies for enabling people to become better communicators in dealing with multiple identities are listed on p. 223. The first suggestion is to be mindful of your own privileges. I think in some ways that is what the FGC students engage in, as mentioned on the previous page. Most FGC students are cautious in how they communicate with others back home so as not to invoke jealousy in their family members and friends. I think this is probably a good thing; they are being mindful of their situation and thus are more aware of how they present themselves to others. They work to make sure they don’t communicate in a demeaning or belittling way to their peers and family members who did not pursue a degree from a college or university.
The second suggestion addresses being proactive to communicate multiple identities. “As a ‘child-free’ manager, you might look for more ways to be responsive to your employees who are parents of young children.” I remember reading a magazine article about an all-female business. The business owner did not have any children, but many of her female employees did. The business owner stated that rather than lose good employees, she wanted to make changes within her organization to accommodate her employees. She decided to provide a day care facility in the company’s building. This is one example of how a “childless” employer was mindful and proactive, which resulted in happier, more loyal employees.
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