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.
Tuesday, June 24, 2008
Week 4 - Blog 1
Ch. 7 Identity and Difference in Organizational Life
On p. 206 and 207, the authors discuss gender differences in work/life. This section discusses the “second shift” that working women tend to endure by working an 8-5 job and continuing to take on the bulk of domestic labor. The text states that “women who work outside of the home typically still do twice as much routine housework as their male partners.” I remember hearing one of my female coworkers talk about how she felt bad for griping at her fiancé over “doing the laundry wrong.” I, myself, have complained a time or two because I didn’t like how my husband separated the laundry or didn’t think he did a thorough job cleaning the dishes. If other women have done what my coworker and I are guilty of doing (and I think that they probably have), it’s no wonder their male-counterparts don’t take on more domestic responsibilities! (chuckle)
The text also mentions that women’s ways of speaking and being are depicted as less valuable than men’s. In the book, The Philosophy of Science, it suggests that the way we see our world, conduct scientific studies, etc. is biased in that our ways of looking at things were constructed by men. For example, men generally score higher on IQ tests than do women. However, IQ tests were created by men. Had women been the originators of IQ tests, I’m sure there would be very different aptitudes and skills tested, which would likely result in females having higher IQ’s.
This theory can be examined in an organizational context. Men have established most of our organizational environments. If women established our work environments, there would be a different organizational structure. As is pointed out on p. 205, women’s organizations would not resemble the standard male hierarchical structure. It would be more “feminine” with an emphasis on relationships, boundaries between work and home, and balance.
On p. 206 and 207, the authors discuss gender differences in work/life. This section discusses the “second shift” that working women tend to endure by working an 8-5 job and continuing to take on the bulk of domestic labor. The text states that “women who work outside of the home typically still do twice as much routine housework as their male partners.” I remember hearing one of my female coworkers talk about how she felt bad for griping at her fiancé over “doing the laundry wrong.” I, myself, have complained a time or two because I didn’t like how my husband separated the laundry or didn’t think he did a thorough job cleaning the dishes. If other women have done what my coworker and I are guilty of doing (and I think that they probably have), it’s no wonder their male-counterparts don’t take on more domestic responsibilities! (chuckle)
The text also mentions that women’s ways of speaking and being are depicted as less valuable than men’s. In the book, The Philosophy of Science, it suggests that the way we see our world, conduct scientific studies, etc. is biased in that our ways of looking at things were constructed by men. For example, men generally score higher on IQ tests than do women. However, IQ tests were created by men. Had women been the originators of IQ tests, I’m sure there would be very different aptitudes and skills tested, which would likely result in females having higher IQ’s.
This theory can be examined in an organizational context. Men have established most of our organizational environments. If women established our work environments, there would be a different organizational structure. As is pointed out on p. 205, women’s organizations would not resemble the standard male hierarchical structure. It would be more “feminine” with an emphasis on relationships, boundaries between work and home, and balance.
Thursday, June 19, 2008
Week 3 - Blog 4
Web Lecture Metaphors & Culture – Blog 4
In the Metaphors & Culture web lecture, Professor Cyborg objects to the conduit metaphor for communication since it suggests that communication is easy and effortless. As we all have experienced in our personal and organizational relationships, productive communication absolutely takes effort and in some cases an enormous amount of effort. It’s important for organizations to recognize how they metaphorically view communication since that alone can determine the company’s values and decision making processes.
The jungle metaphor Martin uses to describe culture (from the fragmentation perspective) paints a very vivid picture of organizations that are quite opposite of the conduit metaphor. This jungle metaphor shows the ambiguity, stress, and need for clarity in organizational settings. I heard a professor once say that learning is all about “confusion, struggle, and clarification.” I think that same concept can be applied to organizational communication. It isn’t always easy trying to convey messages in organizational settings, and at times we have to go through confusion and struggle in order to get clarification and understanding.
In the Metaphors & Culture web lecture, Professor Cyborg objects to the conduit metaphor for communication since it suggests that communication is easy and effortless. As we all have experienced in our personal and organizational relationships, productive communication absolutely takes effort and in some cases an enormous amount of effort. It’s important for organizations to recognize how they metaphorically view communication since that alone can determine the company’s values and decision making processes.
The jungle metaphor Martin uses to describe culture (from the fragmentation perspective) paints a very vivid picture of organizations that are quite opposite of the conduit metaphor. This jungle metaphor shows the ambiguity, stress, and need for clarity in organizational settings. I heard a professor once say that learning is all about “confusion, struggle, and clarification.” I think that same concept can be applied to organizational communication. It isn’t always easy trying to convey messages in organizational settings, and at times we have to go through confusion and struggle in order to get clarification and understanding.
Wednesday, June 18, 2008
Week 3 - Blog 3
Ch. 6 Critical Approaches to Organizations and Communication – Blog 3
I appreciated the authors’ comments on p. 166 in regards to profit vs. people: “… we find it more productive to ask how the varied needs of all organizational stakeholders, including managers, workers, workers’ families, host communities, and shareholders can be adequately addressed.” The authors of our text recognize the faults in both capitalism and critical theory. Companies must be profitable, otherwise they become non-existent which is not good for shareholders, company owners, or workers. Nevertheless, exorbitant amounts of company profit at the expense of workers’ mental and physical health is highly unethical and can eventually be unproductive. I commend the inclusive approach the authors take when stating that the needs of all members of an organization must be adequately addressed.
Critical theorists are criticized, again, on p. 188, as being “elitist” since they argue that oppressed individuals may not know they are oppressed – suggesting that scholars are better able to know the minds of individuals than the individuals themselves. Because of this, “critical scholars have often conceived of their task as one closer aligned with social activism than with traditional objective science.” Some argue that true objectivity is inaccessible. However, I am still a proponent of constant striving for objectivity in our personal and professional lives, and I welcome this critique of critical theory that our text presents.
I appreciated the authors’ comments on p. 166 in regards to profit vs. people: “… we find it more productive to ask how the varied needs of all organizational stakeholders, including managers, workers, workers’ families, host communities, and shareholders can be adequately addressed.” The authors of our text recognize the faults in both capitalism and critical theory. Companies must be profitable, otherwise they become non-existent which is not good for shareholders, company owners, or workers. Nevertheless, exorbitant amounts of company profit at the expense of workers’ mental and physical health is highly unethical and can eventually be unproductive. I commend the inclusive approach the authors take when stating that the needs of all members of an organization must be adequately addressed.
Critical theorists are criticized, again, on p. 188, as being “elitist” since they argue that oppressed individuals may not know they are oppressed – suggesting that scholars are better able to know the minds of individuals than the individuals themselves. Because of this, “critical scholars have often conceived of their task as one closer aligned with social activism than with traditional objective science.” Some argue that true objectivity is inaccessible. However, I am still a proponent of constant striving for objectivity in our personal and professional lives, and I welcome this critique of critical theory that our text presents.
Tuesday, June 17, 2008
Week 3 - Blog 2
Ch. 5 Cultural Studies of Organizations and Communication – Blog 2
The 8th common characteristic described in Peters and Waterman Jr.’s book is listed on p. 138 – Simultaneous loose-tight properties. This characteristic states that companies that excel maintain strong, core values and encourage individual and group decision making. This echoes the value mentioned in previous chapters that companies should be inclusive of its members and their ideas when making decisions. Another repeating theme/quality that is apparent in thriving organizations is their ability to adapt to change. Peters and Waterman Jr. say that they found that when organizations are able to adapt to new situations in order to get the job done, they are more successful. However, Peters and Waterman Jr. also state that active decision making is pertinent to a company’s achievement. This suggests that progress/success is at least a mix of both drive and adaptation. Drive without adaptation maybe misguided; adaptation without drive yields stagnation.
The 8th common characteristic described in Peters and Waterman Jr.’s book is listed on p. 138 – Simultaneous loose-tight properties. This characteristic states that companies that excel maintain strong, core values and encourage individual and group decision making. This echoes the value mentioned in previous chapters that companies should be inclusive of its members and their ideas when making decisions. Another repeating theme/quality that is apparent in thriving organizations is their ability to adapt to change. Peters and Waterman Jr. say that they found that when organizations are able to adapt to new situations in order to get the job done, they are more successful. However, Peters and Waterman Jr. also state that active decision making is pertinent to a company’s achievement. This suggests that progress/success is at least a mix of both drive and adaptation. Drive without adaptation maybe misguided; adaptation without drive yields stagnation.
Monday, June 16, 2008
Week 3 - Blog 1
Ch. 5 Cultural Studies of Organizations and Communication
On pages 128-129, the authors discuss the various cultural elements that can be found in an organization. One of these elements is the Heroes and Heroines element in which an organization will exalt one of its members as being the role model everyone should strive to be like. I’ve actually noticed the opposite of this go on in my organization. Rather than esteem a hero or heroine, I’ve seen managers use “villains” to try and motivate members. These managers will bring up a member who has been fired and discuss their flaws; they do this in hopes that it will instill in current employees the notion to work toward possessing the opposite characteristics of the “villain.” Rather than point to a figure that possess the qualities they want, they choose to motivate by pointing to someone who possesses qualities they do not want. Although, negative reinforcement can induce desired results, I’ve found that people are more inspired to become like someone great than resist negative qualities.
On the following page, p. 130, the authors discuss competitive pressures. The financial pressures businesses felt in the mid-80’s prompted business leaders to desire significant change in organizational culture. It seems that competitive pressures do indeed stimulate change. We can see economic pressures inducing change in large companies across the U.S.—Yahoo! is a contemporaneous example. At my own organization, there have been multiple changes made in order to create a new culture that will be able to compete and profit. Although some change is valuable, organizations should also consider when it is wise to stay-the-course when economic, social, and/or competitive pressures increase.
On pages 128-129, the authors discuss the various cultural elements that can be found in an organization. One of these elements is the Heroes and Heroines element in which an organization will exalt one of its members as being the role model everyone should strive to be like. I’ve actually noticed the opposite of this go on in my organization. Rather than esteem a hero or heroine, I’ve seen managers use “villains” to try and motivate members. These managers will bring up a member who has been fired and discuss their flaws; they do this in hopes that it will instill in current employees the notion to work toward possessing the opposite characteristics of the “villain.” Rather than point to a figure that possess the qualities they want, they choose to motivate by pointing to someone who possesses qualities they do not want. Although, negative reinforcement can induce desired results, I’ve found that people are more inspired to become like someone great than resist negative qualities.
On the following page, p. 130, the authors discuss competitive pressures. The financial pressures businesses felt in the mid-80’s prompted business leaders to desire significant change in organizational culture. It seems that competitive pressures do indeed stimulate change. We can see economic pressures inducing change in large companies across the U.S.—Yahoo! is a contemporaneous example. At my own organization, there have been multiple changes made in order to create a new culture that will be able to compete and profit. Although some change is valuable, organizations should also consider when it is wise to stay-the-course when economic, social, and/or competitive pressures increase.
Thursday, June 12, 2008
Week 2 - Blog 4
Chapter 4 – The Systems Perspective on Organizations and Communication – Blog #4
The authors discussion of a loosely coupled system on p. 116 is rather interesting. I’ve often thought that varying personality types can compliment each other quite well in organizational settings. It seems that when you have a loosely coupled system, you have certain personality types that gravitate toward certain roles. The authors use the education system as an example. Creative types, such as teachers, actors, and designers will gravitate toward one area of a company where as analytical types such as executives and administrators will gravitate toward another area. Both groups can significantly benefit from the aptitudes of the other. A loosely coupled system allows each group to flourish without large amounts of interference from the other.
The authors discussion of a loosely coupled system on p. 116 is rather interesting. I’ve often thought that varying personality types can compliment each other quite well in organizational settings. It seems that when you have a loosely coupled system, you have certain personality types that gravitate toward certain roles. The authors use the education system as an example. Creative types, such as teachers, actors, and designers will gravitate toward one area of a company where as analytical types such as executives and administrators will gravitate toward another area. Both groups can significantly benefit from the aptitudes of the other. A loosely coupled system allows each group to flourish without large amounts of interference from the other.
Wednesday, June 11, 2008
Week 2 - Blog 3
Chapter 4 – The Systems Perspective on Organizations and Communication – Blog #3
The authors of our text discuss interdependence on pages 107 and 108. They suggest that organizations work best when employees/coworkers are interdependent and understand various aspects of each others’ work. A system is more likely to break-down if the individuals who make up the system are completely unaware of each others’ functions and importance.
Just recently, a coworker of mine left the company without adequate notice. Because we’ve developed a work environment that is more interdependent than not, this particular coworker’s responsibilities were able to be divided between myself and two other employees with little to no training. Fortunately, we had established an environment in which we were knowledgeable of each others' various contributions to the company and thus did not experience what Hardin refers to as the “Tragedy of Commons.”
The authors of our text discuss interdependence on pages 107 and 108. They suggest that organizations work best when employees/coworkers are interdependent and understand various aspects of each others’ work. A system is more likely to break-down if the individuals who make up the system are completely unaware of each others’ functions and importance.
Just recently, a coworker of mine left the company without adequate notice. Because we’ve developed a work environment that is more interdependent than not, this particular coworker’s responsibilities were able to be divided between myself and two other employees with little to no training. Fortunately, we had established an environment in which we were knowledgeable of each others' various contributions to the company and thus did not experience what Hardin refers to as the “Tragedy of Commons.”
Week 2 - Blog 2
Chapter 3 – Three Early Perspectives on Organizations and Communication – Blog #2
On pages 83 and 84, the authors discuss the Hawthorne effect which they say shows “that increased attention raises productivity” in workers. It appears people work harder when they know they are being watched, evaluated, and/or relied on by peers. “Even under poor working conditions, supportive informal group norms could have a positive effect on productivity.” It’s amazing how coworkers can deter or encourage productivity. In the Hawthorne effect experiments, the need for belonging and interpersonal relationships proved to be more motivation for good work than good working conditions. In order for companies to move toward higher goals, managers and business owners should recognize that teams and groups possess an extraordinary amount of influence over work behavior and productivity.
On pages 83 and 84, the authors discuss the Hawthorne effect which they say shows “that increased attention raises productivity” in workers. It appears people work harder when they know they are being watched, evaluated, and/or relied on by peers. “Even under poor working conditions, supportive informal group norms could have a positive effect on productivity.” It’s amazing how coworkers can deter or encourage productivity. In the Hawthorne effect experiments, the need for belonging and interpersonal relationships proved to be more motivation for good work than good working conditions. In order for companies to move toward higher goals, managers and business owners should recognize that teams and groups possess an extraordinary amount of influence over work behavior and productivity.
Tuesday, June 10, 2008
Week 2 - Blog 1
Chapter 3 – Three Early Perspectives on Organizations and Communication – Blog #1
In the beginning of Ch. 3, our author states that “all thought is partisan.” I love this statement, because too often times we tend to hold to our beliefs, experiences, and perspectives as being inclusive of all others’ experiences and perspectives. Recognizing that our thoughts are only part of a whole is the first step to achieving cohesion and thus progress in the work place, as well as in our personal lives.
On p. 65, the authors discuss some history of our hierarchical organizational charts. I appreciate the reference to Ben Franklin’s almanac. Too many people today, in business and social settings, have an unusual sense of entitlement. A little reflection on statements such as the ones cited on p. 65 can help shake some of the unrealistic ideals people have when entering the work force.
In this same section, the authors mention the “classical theory of management.” It is indeed amazing how companies, today, still embody the top-down communication approach to business. This type of communication is not only supported by those within an organization, but it also supported by those outside. Customers outside an organization often rely on hierarchical rank/status when dealing with a pressing issue. When a customer is dismayed and wants to seek resolution, they typically ask for a manager or someone higher-up the management ladder. In retail, many times you’ll hear “lower-rank” employees express satisfaction in knowing they don’t have to deal with customer complaints. Theory aside, the reliance on top-down communication is prevalent among managers, subordinates, and customers.
In the beginning of Ch. 3, our author states that “all thought is partisan.” I love this statement, because too often times we tend to hold to our beliefs, experiences, and perspectives as being inclusive of all others’ experiences and perspectives. Recognizing that our thoughts are only part of a whole is the first step to achieving cohesion and thus progress in the work place, as well as in our personal lives.
On p. 65, the authors discuss some history of our hierarchical organizational charts. I appreciate the reference to Ben Franklin’s almanac. Too many people today, in business and social settings, have an unusual sense of entitlement. A little reflection on statements such as the ones cited on p. 65 can help shake some of the unrealistic ideals people have when entering the work force.
In this same section, the authors mention the “classical theory of management.” It is indeed amazing how companies, today, still embody the top-down communication approach to business. This type of communication is not only supported by those within an organization, but it also supported by those outside. Customers outside an organization often rely on hierarchical rank/status when dealing with a pressing issue. When a customer is dismayed and wants to seek resolution, they typically ask for a manager or someone higher-up the management ladder. In retail, many times you’ll hear “lower-rank” employees express satisfaction in knowing they don’t have to deal with customer complaints. Theory aside, the reliance on top-down communication is prevalent among managers, subordinates, and customers.
Thursday, June 5, 2008
Week 1 - Intro/Work Story
Hi Comm 144,
My husband and I moved to CA from TX a couple years ago. We've been in love with the Bay area for sometime, so when the opportunity arose for my husband to be transferred to Santa Clara, we jumped on it!
Thanks to modern technology, I'm still able to work for the company I was working for when residing in TX. My company distributes spine and joint implants to surgeons in the DFW area, and I manage our spine and synthetic material accounts.
I'm currently in the communication graduate program at SJSU, and I'm interested in focusing my studies on Organizational Communication. Therefore, this class will be quite beneficial!
Look forward to chatting with you all this summer!
jdmORG
My husband and I moved to CA from TX a couple years ago. We've been in love with the Bay area for sometime, so when the opportunity arose for my husband to be transferred to Santa Clara, we jumped on it!
Thanks to modern technology, I'm still able to work for the company I was working for when residing in TX. My company distributes spine and joint implants to surgeons in the DFW area, and I manage our spine and synthetic material accounts.
I'm currently in the communication graduate program at SJSU, and I'm interested in focusing my studies on Organizational Communication. Therefore, this class will be quite beneficial!
Look forward to chatting with you all this summer!
jdmORG
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