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.
Subscribe to:
Posts (Atom)