Web Lecture
Dialogic Democracy
While the concept of dialogic democracy seems to be a lofty goal, we nevertheless should strive to engage in dialogic democracy. The web lecture lays out this form of governmental relationship where a person is truly her and where “authentic dialogue” actually occurs. The differences between the other forms of democracy and dialogic democracy serve to depict the importance of dialogic democracy. For example, if we engage in procedural democracy we would have gone through the motions nevertheless the need and desires of many will probably have been ignored for the sake of adhering to procedure. In participatory democracy, we would have disregarded the needs of the some in the interest of having many participate, the previous leads to an unequal distribution of power and forgoes true distribution of power amongst the people. Dialogic democracy while an onerous task allows for all to truly be heard and for true recognition of needs by striking a balance between self expression and recognition the needs of others.
Saturday, July 5, 2008
Friday, July 4, 2008
Ch 11: Working With Integrity: Organizational Communication as Disciplined Practice
Cultivating Interpersonal Integrity And relational Mindfulness
Pgs. 350-353
This section’s attention to being mindful of the intricacies of ones own culture and those of other cultures is very useful. I found myself assessing the issues which I have observed in past which have arisen in part due to the cultural differences that existed between two people. The text outlines the difference between the individualistic and collectivist cultures. I have observed the problems which arise when the two cultures meet and as the book states culture a and culture b do not merge into culture c in a transactional culture. In my experience the person with a background from a collectivist culture had an extreme adherence to “vertical status hierarchies.” The previous did not sit well with another person from an individualist culture. Consequently, the problem arose to such an extent that the person from the collectivist background ultimately left rather than attempt to meet the person in a transactional culture.
Pgs. 350-353
This section’s attention to being mindful of the intricacies of ones own culture and those of other cultures is very useful. I found myself assessing the issues which I have observed in past which have arisen in part due to the cultural differences that existed between two people. The text outlines the difference between the individualistic and collectivist cultures. I have observed the problems which arise when the two cultures meet and as the book states culture a and culture b do not merge into culture c in a transactional culture. In my experience the person with a background from a collectivist culture had an extreme adherence to “vertical status hierarchies.” The previous did not sit well with another person from an individualist culture. Consequently, the problem arose to such an extent that the person from the collectivist background ultimately left rather than attempt to meet the person in a transactional culture.
CH 10: Organizational Alignment: Managing the Total Enterprise
Talent
Pgs. 319-320
I always thought that taking car of employees paid off. However, it is interesting to see empirical evidence that attest to the fact that employers that focus on fostering talent are more successful than those who do not. According t the text, “Research shows that companies that treat people as their most important asset are also the most profitable.” I assumed that investing in employees yields positive benefits the initial research that I observed was a study on the benefits of a performance development program (PDP) in west Virginia. The results of the study demonstrated a marked difference between employees who were eligible and employees in similar careers who did not have access to PDP benefits. What is most interesting is the fact that it is not only tangible benefits that help make a team more successful. According to the text a slew of high-performance practices provide an environment which makes an organization more successful i.e. “…self managed teams, employee empowerment, pay for performance, extensive training, extensive information sharing and a purposeful reduction in attention paid to status differences…”
Pgs. 319-320
I always thought that taking car of employees paid off. However, it is interesting to see empirical evidence that attest to the fact that employers that focus on fostering talent are more successful than those who do not. According t the text, “Research shows that companies that treat people as their most important asset are also the most profitable.” I assumed that investing in employees yields positive benefits the initial research that I observed was a study on the benefits of a performance development program (PDP) in west Virginia. The results of the study demonstrated a marked difference between employees who were eligible and employees in similar careers who did not have access to PDP benefits. What is most interesting is the fact that it is not only tangible benefits that help make a team more successful. According to the text a slew of high-performance practices provide an environment which makes an organization more successful i.e. “…self managed teams, employee empowerment, pay for performance, extensive training, extensive information sharing and a purposeful reduction in attention paid to status differences…”
Thursday, July 3, 2008
CH 9: Leading the Organization: Communicating With Employees
Empowerment
Pgs. 292-293
The notion of empowerment is one which I have experiences first hand. Throughout the different positions which I have held, I have had the opportunity to have bosses who in one way or another adhere to the concept of empowerment. For example, in my first position my boss made sure that I was trained properly and made sure that I had the resources necessary to do my job. My boss had an open door policy which allowed me to bring to her concerns or questions. Furthermore, my boss was not hovering over me and allowed me the opportunity to work independently. The freedom to complete my tasks as they suited me was in itself a sense of empowerment. The only rule was that the tasks which were assigned to me had to be done by the deadline that my supervisor set forth. I really feel that the empowerment rules which were mentioned in the text were effectively employed by my supervisor.
Pgs. 292-293
The notion of empowerment is one which I have experiences first hand. Throughout the different positions which I have held, I have had the opportunity to have bosses who in one way or another adhere to the concept of empowerment. For example, in my first position my boss made sure that I was trained properly and made sure that I had the resources necessary to do my job. My boss had an open door policy which allowed me to bring to her concerns or questions. Furthermore, my boss was not hovering over me and allowed me the opportunity to work independently. The freedom to complete my tasks as they suited me was in itself a sense of empowerment. The only rule was that the tasks which were assigned to me had to be done by the deadline that my supervisor set forth. I really feel that the empowerment rules which were mentioned in the text were effectively employed by my supervisor.
Saturday, June 28, 2008
Ch 8: Teams and Networks: Collaboration in the Workplace
Decision-Making Processes
Pg. 245 - 248
Within the section, “Communicative Dimensions of Teamwork” the text covers the “Decision-Making Processes” which provides a good review of “Groupthink.” Groupthink is a serious issue that if left unchecked can lead organization down an erroneous path that moves them further and further away from the mission of their organization. Many times these organizations wind up taking on self-serving issues for the members of the group. The issue in the previously mentioned example arises when an organization initially starts out as a public interest group however their actions gradually change towards self interest. I have observed group think takeover an organization and turn people who at one time were well meaning individuals, into a small group of people who only have their own vision in mind when making decisions. This organization (which shall remain unnamed) has, over the course of time, came up with ideas, veted them amongst themselves and assumed that they were in the public interest. As time has gone on these folks have turned more and more to themselves and for a while even made no effort to reach out to other members of the community for their opinion. Proof of the development of groupthink was evident when an outside group asked the members of this organization for their opinion on a proposal. The members of this “unnamed organization” claimed that the proposal was not welcomed by the community. After the outside group commissioned an independent study. It was found that the community, which the “Unnamed Organization” claimed to represent, was actually in favor the proposed project. After following this unmanned organization I have found that this group engaged in exactly the opposite of what the book calls for in order to avoid falling onto groupthink.
Pg. 245 - 248
Within the section, “Communicative Dimensions of Teamwork” the text covers the “Decision-Making Processes” which provides a good review of “Groupthink.” Groupthink is a serious issue that if left unchecked can lead organization down an erroneous path that moves them further and further away from the mission of their organization. Many times these organizations wind up taking on self-serving issues for the members of the group. The issue in the previously mentioned example arises when an organization initially starts out as a public interest group however their actions gradually change towards self interest. I have observed group think takeover an organization and turn people who at one time were well meaning individuals, into a small group of people who only have their own vision in mind when making decisions. This organization (which shall remain unnamed) has, over the course of time, came up with ideas, veted them amongst themselves and assumed that they were in the public interest. As time has gone on these folks have turned more and more to themselves and for a while even made no effort to reach out to other members of the community for their opinion. Proof of the development of groupthink was evident when an outside group asked the members of this organization for their opinion on a proposal. The members of this “unnamed organization” claimed that the proposal was not welcomed by the community. After the outside group commissioned an independent study. It was found that the community, which the “Unnamed Organization” claimed to represent, was actually in favor the proposed project. After following this unmanned organization I have found that this group engaged in exactly the opposite of what the book calls for in order to avoid falling onto groupthink.
Friday, June 27, 2008
Ch 8: Teams and Networks: Collaboration in the Workplace
Democracy in the Workplace
Pgs. 233-234
This novel notion of employees having a say in their workplace is very interesting. At first the title makes it seem as if this is a communist plot to remove any authority from the bourgeoisie owners, however the more you look into the idea the more it seems that what the book is advocating is simply commonsense. The idea that a person who is doing the work at the line employee level knows how best to carry out their work, is a common sense notion that should be adopted by each and every organization. The simplicity of the previously mentioned idea is evidenced in the fact that asking employees is one of the first evaluation methods which is taught in most introductory Public Administration courses. According to Professor Sylvia the first step in evaluating an issue within an organization is to speak to the line level employees and find out what the issues are and what ideas they have to make their workplace more conducive to productivity. The four steps towards workplace democracy are great methods of bringing any work unit together and insuring that collective responsibility is part of the organizational culture.
Pgs. 233-234
This novel notion of employees having a say in their workplace is very interesting. At first the title makes it seem as if this is a communist plot to remove any authority from the bourgeoisie owners, however the more you look into the idea the more it seems that what the book is advocating is simply commonsense. The idea that a person who is doing the work at the line employee level knows how best to carry out their work, is a common sense notion that should be adopted by each and every organization. The simplicity of the previously mentioned idea is evidenced in the fact that asking employees is one of the first evaluation methods which is taught in most introductory Public Administration courses. According to Professor Sylvia the first step in evaluating an issue within an organization is to speak to the line level employees and find out what the issues are and what ideas they have to make their workplace more conducive to productivity. The four steps towards workplace democracy are great methods of bringing any work unit together and insuring that collective responsibility is part of the organizational culture.
Ch 7:Identity and Difference in Organizational Life
Negotiating Multiple Identities
Pgs. 221-222
The First Generation College (FGC) student example is very clear and serves to depict the meaning of negotiating multiple identities. As someone who has gone through the process, I could definitely identify with what the text was stating. Whereas, one identity is useful and essential in order to succeed in college an other identity must be employed at home or in the community in order to effectively interact and essentially blend in. While, the behaviors themselves may not necessarily be all bad the sheer act of having to switch back and forth is stressful and with a full load many times including work and school, negotiating multiple identities is another factor that most FGC’s could do without.
Pgs. 221-222
The First Generation College (FGC) student example is very clear and serves to depict the meaning of negotiating multiple identities. As someone who has gone through the process, I could definitely identify with what the text was stating. Whereas, one identity is useful and essential in order to succeed in college an other identity must be employed at home or in the community in order to effectively interact and essentially blend in. While, the behaviors themselves may not necessarily be all bad the sheer act of having to switch back and forth is stressful and with a full load many times including work and school, negotiating multiple identities is another factor that most FGC’s could do without.
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