Web Lecture: Democracy and Dialogue, post #2
First off, I'd like to say that I really appreciate how professor Coopman always presents both sides, good and bad, of a point or concept. Reading through her web lecture and the sub-heading of 'dialogic democracy and organization' I thought to myself, "if all organizations employed this system then everyone would enjoy where they work..." but I soon realized that wasn't really feasible considering how many organizations rely on fast-paced decision making where there isn't time to hear everyone's opinion and examine all perspectives of a problem before deciding on a solution. However, it doesn't mean that open and honest communication has to be outlawed in fast-paced organizations. When I think of an organization that has to make decisions on the go I think of doctors in hospitals. Although their job requires them to make life-or-death decisions very quickly, it is also important for them to be open to the advice of other doctors and work as a team to solve problems.
Tuesday, June 30, 2009
Communicating With Employees
Ch. 9, Post #1, pg. #286
According to Eisenberg et. al, leaders who want to be effective communicators must be open, supportive, motivating, and empowering. The first characteristic, open communication, means that the supervisor/employee relationship is characterized by a supervisor's wanting to share information with their employees, are sensitive to others feelings, are empathic listeners, emphasize the importance of communication and also communicate openness through their nonverbal communication.
The second characteristic , supportiveness, means that supervisors emphasize active listening and take a real interest in their employees. The third, motivation, is communicated through employee feedback and through the encouragement, empathy, and concern for employees and finally, empowerment should be used by supervisors to make their employees feel capable of performing their job and possess the authority to decide how to do their job well.
Personally, I think the book did a good job of outlining how effective communication by supervisors really makes or breaks how an employee feels about his or her job. Overall, I think it comes down to supervisors trusting their employees to do their job effectively and efficiently without micro-managing them. What is interesting to me is I was micro-managed the most when I was doing my first, and easiest, job as a bagger at a grocery store. However, the more technically difficult my jobs have gotten, the more autonomy I am given... although it is worth noting that in the jobs where I am given more power to make my own decisions, my supervisors are also a lot more open and supportive than they have been in the past.
According to Eisenberg et. al, leaders who want to be effective communicators must be open, supportive, motivating, and empowering. The first characteristic, open communication, means that the supervisor/employee relationship is characterized by a supervisor's wanting to share information with their employees, are sensitive to others feelings, are empathic listeners, emphasize the importance of communication and also communicate openness through their nonverbal communication.
The second characteristic , supportiveness, means that supervisors emphasize active listening and take a real interest in their employees. The third, motivation, is communicated through employee feedback and through the encouragement, empathy, and concern for employees and finally, empowerment should be used by supervisors to make their employees feel capable of performing their job and possess the authority to decide how to do their job well.
Personally, I think the book did a good job of outlining how effective communication by supervisors really makes or breaks how an employee feels about his or her job. Overall, I think it comes down to supervisors trusting their employees to do their job effectively and efficiently without micro-managing them. What is interesting to me is I was micro-managed the most when I was doing my first, and easiest, job as a bagger at a grocery store. However, the more technically difficult my jobs have gotten, the more autonomy I am given... although it is worth noting that in the jobs where I am given more power to make my own decisions, my supervisors are also a lot more open and supportive than they have been in the past.
Friday, June 26, 2009
Constitutive Codetermination
Ch. 8, pg. 234, post #4
Reading through Stan Deetz's four steps toward work-place democracy, I can't help but think to myself, "this is where I want to work."
The first step stresses workplace autonomy, a concept that I highly value. Not only is being micro-managed unmotivating, but I believe that people will work harder if they know their personal success is resting in no one's hands but their own. In addition, since each employee is held accountable for their decisions, they are less likely to make bad ones.
This second step also falls under the autonomy umbrella. Nothing bugs me more than when the decisions about how to do things are made by the people who don't actually do the job. One thing I really value about the company I work with now is that everyone starts on the sales floor which means that if I'm having a problem selling than I could go talk to our store manager because I know she's been in the same position I have.
The third step I think is the most important because people can't do their job without the right information. I agree with Deetz's that so often our day is filled with meaningless memos and newsletter which is just a huge waste of time. Instead, managers and employees should have a good enough relationship that they are able to talk openly about the business and how it is affecting society and the planet.
Finally, I think it is important that if a company tells their employees that they are going to be included in the decision making process that they actually include them, not just half-ass it. Workers aren't stupid, they can tell when their managers make out like they are using a participative style of management but then turn around and make decisions that are opposite of what the employees agreed on.
Reading through Stan Deetz's four steps toward work-place democracy, I can't help but think to myself, "this is where I want to work."
The first step stresses workplace autonomy, a concept that I highly value. Not only is being micro-managed unmotivating, but I believe that people will work harder if they know their personal success is resting in no one's hands but their own. In addition, since each employee is held accountable for their decisions, they are less likely to make bad ones.
This second step also falls under the autonomy umbrella. Nothing bugs me more than when the decisions about how to do things are made by the people who don't actually do the job. One thing I really value about the company I work with now is that everyone starts on the sales floor which means that if I'm having a problem selling than I could go talk to our store manager because I know she's been in the same position I have.
The third step I think is the most important because people can't do their job without the right information. I agree with Deetz's that so often our day is filled with meaningless memos and newsletter which is just a huge waste of time. Instead, managers and employees should have a good enough relationship that they are able to talk openly about the business and how it is affecting society and the planet.
Finally, I think it is important that if a company tells their employees that they are going to be included in the decision making process that they actually include them, not just half-ass it. Workers aren't stupid, they can tell when their managers make out like they are using a participative style of management but then turn around and make decisions that are opposite of what the employees agreed on.
Wednesday, June 24, 2009
Real vs. Virtual
Web Lecture: Technology and Teams, post #3
In our lecture Technology and Teams, Professor Coopman states, "initial distinctions between real and virtual have subsided as we develop a better understanding of how groups and teams use new media." Professor Coopman also makes a good point that by calling technology assisted communication 'virtual' it suggests that the message and feelings behind it aren't real.
However, these messages are as 'real' as anything said face-to-face. For example, if my manager sends me my schedule over email, I am still clearly expected to work the hours printed in the schedule.
It is my experience that modern communication technology makes group and team communication easier than it's ever been. Although telephones are useful, it still requires two or more people to be available at the same time. Texting and email have been the top two modes of communication I have used in my group work at school because it not only is easy to send my message to multiple people at the same time, but my group members can check my message when they have time.
In our lecture Technology and Teams, Professor Coopman states, "initial distinctions between real and virtual have subsided as we develop a better understanding of how groups and teams use new media." Professor Coopman also makes a good point that by calling technology assisted communication 'virtual' it suggests that the message and feelings behind it aren't real.
However, these messages are as 'real' as anything said face-to-face. For example, if my manager sends me my schedule over email, I am still clearly expected to work the hours printed in the schedule.
It is my experience that modern communication technology makes group and team communication easier than it's ever been. Although telephones are useful, it still requires two or more people to be available at the same time. Texting and email have been the top two modes of communication I have used in my group work at school because it not only is easy to send my message to multiple people at the same time, but my group members can check my message when they have time.
Tuesday, June 23, 2009
First Generation College Students
Ch. 7, p. 221, post #2
I grew up with the expectation that I would go to college. I come from a long line of doctors on my dad's side and can remember discussing college and careers as early as kindergarten. I definitely think sometimes I take my position as a member of a privileged class for granted as I often do not think of those who differ from me.
Although I realize the joy and sense of accomplishment that the family of a FGC student would inevitably have for their son or daughter, I had never thought of the 'fine line' that they have to walk as well and how they are a member of a marginalized group both at school and at home.
As far as the organization of college, I think a Frame 3 perspective gives us a crucial insight to how the structure of any college can be detrimental to a student who does not have the privileges or benefits of being a member of the majority. For instance, in order to graduate in just four years, a student has to take 5 or 6 classes (which comes out to 15-18 units, much higher than the 'full time' cut-off). However, taking this many classes takes a lot of time and effort so students with this number of units often do not work. I am fortunate enough to be one of them...
However, if I did not have a father that was supporting me I would be taking only 12 units which then would cost me more in the long run because I would have to pay for a few extra semesters and all of my time would either be spent on school or work without much time for anything else.
In conclusion, I think it is important to, as the book says, be mindful, be proactive, and fill your communication toolbox in order to communicate in ways that "value difference, resist stereotyped assumptions about particular social identities, acknowledge the power of communication, and foster agency."
I grew up with the expectation that I would go to college. I come from a long line of doctors on my dad's side and can remember discussing college and careers as early as kindergarten. I definitely think sometimes I take my position as a member of a privileged class for granted as I often do not think of those who differ from me.
Although I realize the joy and sense of accomplishment that the family of a FGC student would inevitably have for their son or daughter, I had never thought of the 'fine line' that they have to walk as well and how they are a member of a marginalized group both at school and at home.
As far as the organization of college, I think a Frame 3 perspective gives us a crucial insight to how the structure of any college can be detrimental to a student who does not have the privileges or benefits of being a member of the majority. For instance, in order to graduate in just four years, a student has to take 5 or 6 classes (which comes out to 15-18 units, much higher than the 'full time' cut-off). However, taking this many classes takes a lot of time and effort so students with this number of units often do not work. I am fortunate enough to be one of them...
However, if I did not have a father that was supporting me I would be taking only 12 units which then would cost me more in the long run because I would have to pay for a few extra semesters and all of my time would either be spent on school or work without much time for anything else.
In conclusion, I think it is important to, as the book says, be mindful, be proactive, and fill your communication toolbox in order to communicate in ways that "value difference, resist stereotyped assumptions about particular social identities, acknowledge the power of communication, and foster agency."
Monday, June 22, 2009
Frame 2
Chapter 7, p. 207, post #1
Karen Ashcraft's second frame suggests that gender identities are ongoing accomplishments that are performed into being in and constrained by organizational contexts. This frame is influenced by Erving Goffman's Theory of Performativity from his book Performing Self in Everyday Life where Goffman compares life to a stage where depending on your audience (or lack thereof) you perform a certain way.
I find that I do perform gender differently between my last job and my current one. In my previous job as a gymnastic coach, our dress code consisted of t-shirts, sweats, and ponytails. Although the main function of this outfit was functionality, it also conveyed a sense of masculinity (i.e. that we were strong enough to keep your kids safe and that we were the experts). In fact, last summer our office manager ordered the girls a more feminine shirt that was form fitting and v-cut and there were a few complaints that we were too scantily clad especially when paired with shorts.
However, the job I am working now has a much different dress code. Although there aren't many specific rules, everybody has to dress professionally (no jeans, covered shoulders, and no bottoms shorter than your finger tips). Although black pants and a top with some detail would suffice, I find myself trying to dress myself in a manner that attracts my customers (mostly moms) by looking cute, friendly, stylish, and professional. Overall, I find that the way I dress definitely depends on which 'self' I am trying to portray.
Karen Ashcraft's second frame suggests that gender identities are ongoing accomplishments that are performed into being in and constrained by organizational contexts. This frame is influenced by Erving Goffman's Theory of Performativity from his book Performing Self in Everyday Life where Goffman compares life to a stage where depending on your audience (or lack thereof) you perform a certain way.
I find that I do perform gender differently between my last job and my current one. In my previous job as a gymnastic coach, our dress code consisted of t-shirts, sweats, and ponytails. Although the main function of this outfit was functionality, it also conveyed a sense of masculinity (i.e. that we were strong enough to keep your kids safe and that we were the experts). In fact, last summer our office manager ordered the girls a more feminine shirt that was form fitting and v-cut and there were a few complaints that we were too scantily clad especially when paired with shorts.
However, the job I am working now has a much different dress code. Although there aren't many specific rules, everybody has to dress professionally (no jeans, covered shoulders, and no bottoms shorter than your finger tips). Although black pants and a top with some detail would suffice, I find myself trying to dress myself in a manner that attracts my customers (mostly moms) by looking cute, friendly, stylish, and professional. Overall, I find that the way I dress definitely depends on which 'self' I am trying to portray.
Saturday, June 20, 2009
Organizing Healthy Organizations
I was shocked to read that EVERY DAY in the US, "15 occupational fatalities occur, 130 employees die from work related illnesses, and 11,ooo workers become disabled from work-related injuries." Although critical theorists have a valid point that employees only contribute to unsafe working conditions by not reporting their injuries, I think the book failed to point out that sometimes people are unable to afford being injured and not working.
In my opinion, it is in a company's best interest to keep their employees healthy. After all, a healthy employee is going to be a lot more productive than an unhealthy or injured employee. I think what it comes down to is communication and a people oriented culture. I have worked a couple of different jobs and none of them have been as empoyee oriented as Nordstrom. Everyone is free to take breaks when they need one and encouraged to take a full hour for lunch so that they can not just eat, but also go for a short walk or take some time just to relax. In turn, I feel refreshed and have more energy to devote to my job.
In my opinion, it is in a company's best interest to keep their employees healthy. After all, a healthy employee is going to be a lot more productive than an unhealthy or injured employee. I think what it comes down to is communication and a people oriented culture. I have worked a couple of different jobs and none of them have been as empoyee oriented as Nordstrom. Everyone is free to take breaks when they need one and encouraged to take a full hour for lunch so that they can not just eat, but also go for a short walk or take some time just to relax. In turn, I feel refreshed and have more energy to devote to my job.
Thursday, June 18, 2009
Workplace Surveillance
Lecture Notes - Metaphors and Culture
According to our professor's lecture notes, those who adopt a critical approach "view organizations as instruments of domination that further the interests of a small elite at the expense of all others." Also accordingly, workplace surveillance is an example of this domination.
Although I wouldn't consider the guard checking my purse before I leave for the day as domination, I can see how such things as managers putting microphones in the staff lounge or making their prospective employees submit to lie or drug tests as systems of domination.
I agree with critical theorists who argue "that such surveillance is intrusive and causes employees' social and mental stress." After all, who really wants to feel like they are being watched all the time? In addition, how are employees supposed to be creative and autonomous in their decision making if they feel their employers aren't really giving them the freedom they need to accomplish their tasks?
Lately I feel like the tables have turned for some corporations regarding surveillance in this economic crisis we are having. For the first time, upper management is feeling what it is like for their every move to be assessed and scrutinized. Although I think some survillance is needed for safety purposes, I think if a company has a good system of checks and balances for their entire organization, then overwhelming surveillance is not needed.
According to our professor's lecture notes, those who adopt a critical approach "view organizations as instruments of domination that further the interests of a small elite at the expense of all others." Also accordingly, workplace surveillance is an example of this domination.
Although I wouldn't consider the guard checking my purse before I leave for the day as domination, I can see how such things as managers putting microphones in the staff lounge or making their prospective employees submit to lie or drug tests as systems of domination.
I agree with critical theorists who argue "that such surveillance is intrusive and causes employees' social and mental stress." After all, who really wants to feel like they are being watched all the time? In addition, how are employees supposed to be creative and autonomous in their decision making if they feel their employers aren't really giving them the freedom they need to accomplish their tasks?
Lately I feel like the tables have turned for some corporations regarding surveillance in this economic crisis we are having. For the first time, upper management is feeling what it is like for their every move to be assessed and scrutinized. Although I think some survillance is needed for safety purposes, I think if a company has a good system of checks and balances for their entire organization, then overwhelming surveillance is not needed.
Wednesday, June 17, 2009
Anticipatory Socialization
Within the process of socialization is the first stage of anticipatory socialization. In this stage, future employees gain knowledge about the world of work in general as well as more specific information about the company they are interested in working for. In our book, Eisenberg et. al outlines these two types of learning as vocational and organizational.
In my life, I have learned the most about careers and work from my father. Mainly, I was instilled with a strong work ethic and the notion that if I want to get somewhere in this world then I really have to fight for it. So far, I think this advice has served me well as I can already see the benefits of my hard work.
As far as my current job at Nordstrom, I learned alot about the company before applying for the internship by not only reading articles about it, but also experiencing the store for myself. I have always been a big fan of the store and the fact that whenever I went there people looked generally happy made me think that it's not a bad place to work. Although our book makes the point that our expectations of a company are often 'inflated and unrealistic' I think this time my anticipatory socialization was pretty spot on!
In my life, I have learned the most about careers and work from my father. Mainly, I was instilled with a strong work ethic and the notion that if I want to get somewhere in this world then I really have to fight for it. So far, I think this advice has served me well as I can already see the benefits of my hard work.
As far as my current job at Nordstrom, I learned alot about the company before applying for the internship by not only reading articles about it, but also experiencing the store for myself. I have always been a big fan of the store and the fact that whenever I went there people looked generally happy made me think that it's not a bad place to work. Although our book makes the point that our expectations of a company are often 'inflated and unrealistic' I think this time my anticipatory socialization was pretty spot on!
Cultural Elements
ch. 5, page 128
Within every organization, there are symbols that individuals and groups use. When combined in a certain way, these symbolic expressions define an organization's culture.
My first day of my internship at Nordstrom was Monday and for the last two days we have talked a lot about the cultural elements that make up the company. So for this post, I will share some of those.
Metaphor: Nordstom is a family. (Not only is there the actual Nordstom family that runs the company, but as employees, we should help and take care of each other like we would a member of our own family)
Rituals: Customer All-stars and Pacesetters. (People who are outstanding at giving customer service or are one of the top 10% in sales are recognized in organization-wide celebrations)
Stories: How Nordstrom was started. (The story of how John Nordstrom started with a small shoe company in 1901 and grew it into a multi-billion dollar company is told in order to reinforce Nordstrom's main values of customer service and hard-work)
Artifacts: Dress code. (As a member of a high-end department store, Nordstrom employees are expected to dress fashionable and professional - when customers look at us they should want to look like us)
Heroes and Heroines: Customer All-stars and John Nordstom. (Since customer service is Nordstrom's number one priority, any one who receives the all-star award is idolized and of course the founder, John Nordstrom, is hailed because he made Nordstom into the fashion-giant they are today)
Performances: Your professional vs. your personal reality. (When in Nordstom, whether you are on the sales floor or walking through the store on your way to lunch, employees must remember who they represent and act accordingly)
Values: Customer service. (Even above our actual merchandise, customer service is what separates Nordstrom from other clothing stores and thus is values above all else)
Later on (pg. 138) the book site Nordstrom as a 'cult-like' culture in the sense that the company explicitly articulates their overriding goals and values to ensure that employee behavior is guided and consistent with the ideology. From my past two days at work, I can honestly say that the book is completely correct in this example and that Nordstom as an organization relies on its culture to shape it's employees behavior rather than provide them with an entire book of rules.
Within every organization, there are symbols that individuals and groups use. When combined in a certain way, these symbolic expressions define an organization's culture.
My first day of my internship at Nordstrom was Monday and for the last two days we have talked a lot about the cultural elements that make up the company. So for this post, I will share some of those.
Metaphor: Nordstom is a family. (Not only is there the actual Nordstom family that runs the company, but as employees, we should help and take care of each other like we would a member of our own family)
Rituals: Customer All-stars and Pacesetters. (People who are outstanding at giving customer service or are one of the top 10% in sales are recognized in organization-wide celebrations)
Stories: How Nordstrom was started. (The story of how John Nordstrom started with a small shoe company in 1901 and grew it into a multi-billion dollar company is told in order to reinforce Nordstrom's main values of customer service and hard-work)
Artifacts: Dress code. (As a member of a high-end department store, Nordstrom employees are expected to dress fashionable and professional - when customers look at us they should want to look like us)
Heroes and Heroines: Customer All-stars and John Nordstom. (Since customer service is Nordstrom's number one priority, any one who receives the all-star award is idolized and of course the founder, John Nordstrom, is hailed because he made Nordstom into the fashion-giant they are today)
Performances: Your professional vs. your personal reality. (When in Nordstom, whether you are on the sales floor or walking through the store on your way to lunch, employees must remember who they represent and act accordingly)
Values: Customer service. (Even above our actual merchandise, customer service is what separates Nordstrom from other clothing stores and thus is values above all else)
Later on (pg. 138) the book site Nordstrom as a 'cult-like' culture in the sense that the company explicitly articulates their overriding goals and values to ensure that employee behavior is guided and consistent with the ideology. From my past two days at work, I can honestly say that the book is completely correct in this example and that Nordstom as an organization relies on its culture to shape it's employees behavior rather than provide them with an entire book of rules.
Saturday, June 13, 2009
Retrospective Sense Making
Ch. 4, #2, pg. 115
In this chapter, Weick argues that "people act first and later examine their actions in an attempt to explain their meaning."
Inspired by the box 'Everyday Organizational Communication' on pg. 117, I have decided to make sense of my equivocal past and analyze retrospectively how I ended up on the career path I am now. Since my dad is an orthodontist and I excelled at science in high school, I though majoring in biology and becoming some kind of doctor was the path for me. Unfortunately, I am not the biggest lover of school as I feel constantly stressed out all the time so after a year of biology, physics, and chemistry classes at the community college, I decided it was not for me.
At this point I was feeling rather lost in what I wanted to do so I bought myself some time by finishing my lower division GE classes and ultimately decided on business since it was a pretty general major that I could do a lot from. From there I went to SJSU where I was planning to major in business but after I took a performance communication class just for fun, I was totally hooked on communication studies. Although I finally felt at ease with my major choice, I still had to decide where I wanted my career path to take me.
In high school I had looked into the Fashion Institute of Design and Merchandising but was deterred when I learned you got an A.A. instead of a B.A. However, upon further inspection four years later, I found that if I already had my Bachelor's from San Jose State, I could enroll in a professional designation program that would only take a year to complete and then I would be a graduate of one of the most prestigious fashion schools on the west coast!
Looking back on my decision to become a fashion merchandiser makes a lot of sense for me seeing as I spent most of childhood in the mall with my mom and sister. Fashion is something that has always appealed to me and now I'm working toward a career where I get to do something I love, but also get to employ the things I've learned in my communication and business classes.
Within the underlying of assumption that decision making is largely retrospective sense making, Weick also goes as far to say that "random decision-making processes may be superior to rational methods of decision making and planning." Although this seems pretty far out to me, I can see how random decision making in my history has led to me to a career path that I might now have been on if I had stuck to rational methods of decision making and planning. As far as organizations go, I think some random decision-making could be beneficial in the sense that it may lead them to take risks they wouldn't have otherwise taken that could lead to great success.
In this chapter, Weick argues that "people act first and later examine their actions in an attempt to explain their meaning."
Inspired by the box 'Everyday Organizational Communication' on pg. 117, I have decided to make sense of my equivocal past and analyze retrospectively how I ended up on the career path I am now. Since my dad is an orthodontist and I excelled at science in high school, I though majoring in biology and becoming some kind of doctor was the path for me. Unfortunately, I am not the biggest lover of school as I feel constantly stressed out all the time so after a year of biology, physics, and chemistry classes at the community college, I decided it was not for me.
At this point I was feeling rather lost in what I wanted to do so I bought myself some time by finishing my lower division GE classes and ultimately decided on business since it was a pretty general major that I could do a lot from. From there I went to SJSU where I was planning to major in business but after I took a performance communication class just for fun, I was totally hooked on communication studies. Although I finally felt at ease with my major choice, I still had to decide where I wanted my career path to take me.
In high school I had looked into the Fashion Institute of Design and Merchandising but was deterred when I learned you got an A.A. instead of a B.A. However, upon further inspection four years later, I found that if I already had my Bachelor's from San Jose State, I could enroll in a professional designation program that would only take a year to complete and then I would be a graduate of one of the most prestigious fashion schools on the west coast!
Looking back on my decision to become a fashion merchandiser makes a lot of sense for me seeing as I spent most of childhood in the mall with my mom and sister. Fashion is something that has always appealed to me and now I'm working toward a career where I get to do something I love, but also get to employ the things I've learned in my communication and business classes.
Within the underlying of assumption that decision making is largely retrospective sense making, Weick also goes as far to say that "random decision-making processes may be superior to rational methods of decision making and planning." Although this seems pretty far out to me, I can see how random decision making in my history has led to me to a career path that I might now have been on if I had stuck to rational methods of decision making and planning. As far as organizations go, I think some random decision-making could be beneficial in the sense that it may lead them to take risks they wouldn't have otherwise taken that could lead to great success.
Friday, June 12, 2009
The Systems Approach
Chapter 4, #1, pg. 101
The book tells us that the systems approach "emphasizes the important difference between a disconnected set of parts versus a collection of parts that work together to create a functional whole." Also, that in a system, "the whole is more than the sum of its parts."
Last semester in my BUS 160 class we talked a lot about the function of groups in an organization. One of the main benefits of group work that was pointed out to me is exactly what the system approach tells us, that if people come together with open minds and creative ideas, that the sum of everyone's hard work in the group can be greater than if everyone were working as an individual and there accomplishments were added up. The word my professor used for this extra benefit was "synergy."
Although I don't do much group work in the place I currently work, I saw the presence of synergy in my group work at school. Although San Jose State is a very diverse campus and I could see how this could cause conflict in groups, I think the diversity of the group I was in was the main contributor to the synergy because there was an array of different ideas and suggestions that might not have been present otherwise.
The book tells us that the systems approach "emphasizes the important difference between a disconnected set of parts versus a collection of parts that work together to create a functional whole." Also, that in a system, "the whole is more than the sum of its parts."
Last semester in my BUS 160 class we talked a lot about the function of groups in an organization. One of the main benefits of group work that was pointed out to me is exactly what the system approach tells us, that if people come together with open minds and creative ideas, that the sum of everyone's hard work in the group can be greater than if everyone were working as an individual and there accomplishments were added up. The word my professor used for this extra benefit was "synergy."
Although I don't do much group work in the place I currently work, I saw the presence of synergy in my group work at school. Although San Jose State is a very diverse campus and I could see how this could cause conflict in groups, I think the diversity of the group I was in was the main contributor to the synergy because there was an array of different ideas and suggestions that might not have been present otherwise.
Thursday, June 11, 2009
Likert's Principle of Supportive Relationships
Ch. 3, post #2, page 90
The principle of supportive relationships "holds that all interactions within an organization should support individual self worth and importance, with emphasis on the supportive relationships within work groups and open communication among them."
Last semester I took BUS 160 - fundamentals of management and organizational behavior - which analyzed the different systems that Likert presents but more in depth. Basically what I learned is not all organizations are the same and based on the skill base of the employees, the nature of the job itself, and whether or not there is a strong organizational culture present, determines which management style is best.
However, if all the contingency factors allow for it, participative leadership is ideal as Likert states. Within the participative leadership style there is open communication, general oversight as opposed to close supervision, and the role of the supportive peer group is emphasized.
Two years ago an interesting thing happened within the place I worked. My manager left for maternity leave and the two assistant managers (who had the same coaching responsibilities as the rest of the coaches) were left in charge to fill the manager's shoes for a couple of months. Whereas my manager employed more of a authoritative system to managing, the assistant managers were much more participative.
As a result, the whole mood in the gym was much more relaxed which made it more fun for the employees which in turn, made it more fun for the kids we teach. In addition, at the first staff meeting where the manager was back, she proudly announced that there were no more complaints then usual and our enrollment had actually gone up!
That situation proved to me that managers don't have to watch there employees like a hawk or be so aloof to be an effective manager, like McGregor pointed out in his Theory Y, I too believe that most employees seek to there best and when open communication and creativity are encouraged, employees will work harder to make their organizations more successful.
The principle of supportive relationships "holds that all interactions within an organization should support individual self worth and importance, with emphasis on the supportive relationships within work groups and open communication among them."
Last semester I took BUS 160 - fundamentals of management and organizational behavior - which analyzed the different systems that Likert presents but more in depth. Basically what I learned is not all organizations are the same and based on the skill base of the employees, the nature of the job itself, and whether or not there is a strong organizational culture present, determines which management style is best.
However, if all the contingency factors allow for it, participative leadership is ideal as Likert states. Within the participative leadership style there is open communication, general oversight as opposed to close supervision, and the role of the supportive peer group is emphasized.
Two years ago an interesting thing happened within the place I worked. My manager left for maternity leave and the two assistant managers (who had the same coaching responsibilities as the rest of the coaches) were left in charge to fill the manager's shoes for a couple of months. Whereas my manager employed more of a authoritative system to managing, the assistant managers were much more participative.
As a result, the whole mood in the gym was much more relaxed which made it more fun for the employees which in turn, made it more fun for the kids we teach. In addition, at the first staff meeting where the manager was back, she proudly announced that there were no more complaints then usual and our enrollment had actually gone up!
That situation proved to me that managers don't have to watch there employees like a hawk or be so aloof to be an effective manager, like McGregor pointed out in his Theory Y, I too believe that most employees seek to there best and when open communication and creativity are encouraged, employees will work harder to make their organizations more successful.
Tuesday, June 9, 2009
Chapter 3, post #1: Poor Wilki's Almanac
To me, the axioms from Benjamin Franklin's Poor Richard's Almanac (page 65) pretty much summed up the ideologies of the working class in the 18th to early 20th century. As the book said, "[Franklin] was the first to popularize them [the axioms in his Almanac] as the foundation for an American work culture..." i.e. the American Dream - that somehow, no matter what your circumstances, if you just work hard enough, that you will live a fulfilling and successful life.
Not only do I find the axioms Franklin outlined vague (strategic ambiguity maybe?) but even the wording reflects the pervasive opression of people during that time.
Instead, I will present some alternative axioms that I have found or believe to be true... keep in mind I'm a white, middle-class, agnostic, twenty-something-year old woman so obviously, I don't know everything =) (Also, keep in mind that when it says 'industry' it means hard work)
1. Franklin: Industry need not wish --There are no Gains without Pains Me: Work smart, not hard
2. Franklin: God gives all things to industry Me: nothing in life is given
3. Franklin: God helps those who help themselves Me: what goes around, comes around
4. Franklin: Sloth makes all things difficult, but industry all easy Me: all work and no play makes wilki a very depressed and tired girl
and finally:
5. Franklin: Early to Bed, early to rise, makes a man healthy, wealthy, wise Me: Franklin might just be on to something with this one... although I think the benefits of a good night's rest extend to women as well as men... so lets just say: treat your body well, for it's the only one you've got.
Although Franklin's axioms are centered mainly around work, and mine more around life in general, I think mine are still legitimate because (As chapter's 1 and 2 pointed out) people's lives aren't as centered around work as much as they used to be. After all, what is the point of working hard if you are never going to enjoy the fruits of your labor?
Not only do I find the axioms Franklin outlined vague (strategic ambiguity maybe?) but even the wording reflects the pervasive opression of people during that time.
Instead, I will present some alternative axioms that I have found or believe to be true... keep in mind I'm a white, middle-class, agnostic, twenty-something-year old woman so obviously, I don't know everything =) (Also, keep in mind that when it says 'industry' it means hard work)
1. Franklin: Industry need not wish --There are no Gains without Pains Me: Work smart, not hard
2. Franklin: God gives all things to industry Me: nothing in life is given
3. Franklin: God helps those who help themselves Me: what goes around, comes around
4. Franklin: Sloth makes all things difficult, but industry all easy Me: all work and no play makes wilki a very depressed and tired girl
and finally:
5. Franklin: Early to Bed, early to rise, makes a man healthy, wealthy, wise Me: Franklin might just be on to something with this one... although I think the benefits of a good night's rest extend to women as well as men... so lets just say: treat your body well, for it's the only one you've got.
Although Franklin's axioms are centered mainly around work, and mine more around life in general, I think mine are still legitimate because (As chapter's 1 and 2 pointed out) people's lives aren't as centered around work as much as they used to be. After all, what is the point of working hard if you are never going to enjoy the fruits of your labor?
Tuesday, June 2, 2009
First Time Blogging
Hey everyone!
I can definately tell who knows who has been blogging for a while and who's blogging for the first time (*cough*cough*). I just have never figured out how to make it look good and never know what to say buttt I guess having a blog with specific topics to talk on won't be so bad =)
I am currently not working but have an intership at Nordstrom that starts on the 15th. I'm trying to get credit for it, but i'm actually having a really tough time figuring out what I will actually be doing during this internship which makes it hard to make my case that I should get credit for it... I just applied for it in the first place because I've never worked retail but figured I should start now seeing how I want to be a fashion merchandiser. I applied to the Fashion Institute of Design and Mechandising in San Fran a couple months ago and got in so I'm super super super excited to be going there after I graduate next year.
Anyway, I look forward to reading all of your blogs and think it will be a short and sweet six weeks!
~wilki
I can definately tell who knows who has been blogging for a while and who's blogging for the first time (*cough*cough*). I just have never figured out how to make it look good and never know what to say buttt I guess having a blog with specific topics to talk on won't be so bad =)
I am currently not working but have an intership at Nordstrom that starts on the 15th. I'm trying to get credit for it, but i'm actually having a really tough time figuring out what I will actually be doing during this internship which makes it hard to make my case that I should get credit for it... I just applied for it in the first place because I've never worked retail but figured I should start now seeing how I want to be a fashion merchandiser. I applied to the Fashion Institute of Design and Mechandising in San Fran a couple months ago and got in so I'm super super super excited to be going there after I graduate next year.
Anyway, I look forward to reading all of your blogs and think it will be a short and sweet six weeks!
~wilki
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