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.
Wednesday, June 25, 2008
Web Lecture: Technology & Teams
The Communication Imperative
The communication imperative is a very interesting notion which I have observed. Through the course of my work, I encounter neighborhood association who meet to address the needs and concerns of their respective communities. One neighborhood organization which I have encountered is very peculiar, in the sense that they are a product of the internet age. As a new development, this community came into existence in the late 90’s, as such they came into existence at the height of the dot-com boom. The developer, wanting to encourage a sense of community in their new development, created a listserv on yahoo. The listserv has since taken a life of its own, leading to major events that encourage and foster a sense of community. The loosely organized group uses as it sole means of communication, the yahoo listserv which the developer initially created. The organization has no formal governing body or a dues structure to support itself; it simply exists out of the imperative that present in the community to communicate.
The communication imperative is a very interesting notion which I have observed. Through the course of my work, I encounter neighborhood association who meet to address the needs and concerns of their respective communities. One neighborhood organization which I have encountered is very peculiar, in the sense that they are a product of the internet age. As a new development, this community came into existence in the late 90’s, as such they came into existence at the height of the dot-com boom. The developer, wanting to encourage a sense of community in their new development, created a listserv on yahoo. The listserv has since taken a life of its own, leading to major events that encourage and foster a sense of community. The loosely organized group uses as it sole means of communication, the yahoo listserv which the developer initially created. The organization has no formal governing body or a dues structure to support itself; it simply exists out of the imperative that present in the community to communicate.
Saturday, June 21, 2008
Ch 6: Critical Approaches to Organizations and Communication
The Centrality of Power
Pg.168-169
The centrality of power serves to clarify the historical development of the perception of power from something that a person possessed and could exercise. The critical approach to power looks more in-depth The text provides a good breakdown of five types of social power. It is safe to assume that each and everyone of us can recognize these various types of power. Furthermore, the deficiencies on the five categorizations of social power are evident when we use life experience to asses their validity. For example, I have gad the opportunity to work with a person who exerted “Expert Power”, my colleague was not shy about letting each and every other member of the team of their expert knowledge. This individual as the book states employed his/her position of expert to assert power and authority over other areas of our office of which s/he had not purview. The previous example is clearly in line with the what ther text explains as the limitation of French & Raven’s view of power. Had I only used their model of power I would have been limited to the overt authority of the “Expert Knowledge” which my colleague possessed. The main source of the problems would not event have been identified as a factor , since according to the text because, “By focusing on the more overt or superficial exercise of power by individuals, we learn little about the more covert or deep structures of power…”
Pg.168-169
The centrality of power serves to clarify the historical development of the perception of power from something that a person possessed and could exercise. The critical approach to power looks more in-depth The text provides a good breakdown of five types of social power. It is safe to assume that each and everyone of us can recognize these various types of power. Furthermore, the deficiencies on the five categorizations of social power are evident when we use life experience to asses their validity. For example, I have gad the opportunity to work with a person who exerted “Expert Power”, my colleague was not shy about letting each and every other member of the team of their expert knowledge. This individual as the book states employed his/her position of expert to assert power and authority over other areas of our office of which s/he had not purview. The previous example is clearly in line with the what ther text explains as the limitation of French & Raven’s view of power. Had I only used their model of power I would have been limited to the overt authority of the “Expert Knowledge” which my colleague possessed. The main source of the problems would not event have been identified as a factor , since according to the text because, “By focusing on the more overt or superficial exercise of power by individuals, we learn little about the more covert or deep structures of power…”
Chapter 5: Cultural Studies of Organizations and Communication
Critical and Postmodern Views
Pgs.143-146
The taxonomy that is developed by Joanne Martin, is very useful in order to understand organizational culture from a Critical and Postmodern Approach. The three main perspectives on the postmodern view of culture within organizations are integration, Differentiation and Fragmentation. These three perspectives while different among themselves share a common theme that is found within the postmodern views which is that they look at the organization as a culture, which encompasses all aspects regardless of whether it is good or bad, hidden or overt. Integration, speaks to the perspective on organizational culture where members, “…agree about what they are to do and why they do it.” This perspective lends itself to be more as acceptable to those in power because, “… the integration perspective typically favors the story of those in power…” Differentiation on the other hand serves to depict cultural tendencies and “manifestations” as incongruent with one another. In other words, differentiation looks at the subunits within any given organization as factions engaged in political warfare with the intent of gaining as much influence and power as possible. Fragmentation has at its core ambiguity. From this perspective, organizational cultures are viewed as one, where, “…consensus and disssensus coexist in a constantly fluctuating pattern of change. If one word could describe fragmentation, it would be uncertainty.
Pgs.143-146
The taxonomy that is developed by Joanne Martin, is very useful in order to understand organizational culture from a Critical and Postmodern Approach. The three main perspectives on the postmodern view of culture within organizations are integration, Differentiation and Fragmentation. These three perspectives while different among themselves share a common theme that is found within the postmodern views which is that they look at the organization as a culture, which encompasses all aspects regardless of whether it is good or bad, hidden or overt. Integration, speaks to the perspective on organizational culture where members, “…agree about what they are to do and why they do it.” This perspective lends itself to be more as acceptable to those in power because, “… the integration perspective typically favors the story of those in power…” Differentiation on the other hand serves to depict cultural tendencies and “manifestations” as incongruent with one another. In other words, differentiation looks at the subunits within any given organization as factions engaged in political warfare with the intent of gaining as much influence and power as possible. Fragmentation has at its core ambiguity. From this perspective, organizational cultures are viewed as one, where, “…consensus and disssensus coexist in a constantly fluctuating pattern of change. If one word could describe fragmentation, it would be uncertainty.
Friday, June 20, 2008
Chapter 5: Cultural Studies of Organizations and Communications
Social Trends
Pgs. 134-135
The effect of social trends on organizations serves to demonstrate that organizations are a product of their time. The various trends that are result of world events or predominant social views of the time serve to influence the development of organizational culture. The text provides a clear example of a social trend that influenced many organizations of the past. In the past, “men exerted power over women by defining “real work” as that which was done outside of the home (by men) and “housework” as less worthy of compensation or respect.” That previously mentioned social trend permeated throughout society and formed part of the culture of every smoke filled room, where women were paid unequal wages and sexual harassment was accepted as business as usual. In contrast we see another social trend, the emergence of the civil rights movement, which raised awareness and sometimes even through litigation if necessary insured that organizational cultures respected or at least accepted diversity.
Pgs. 134-135
The effect of social trends on organizations serves to demonstrate that organizations are a product of their time. The various trends that are result of world events or predominant social views of the time serve to influence the development of organizational culture. The text provides a clear example of a social trend that influenced many organizations of the past. In the past, “men exerted power over women by defining “real work” as that which was done outside of the home (by men) and “housework” as less worthy of compensation or respect.” That previously mentioned social trend permeated throughout society and formed part of the culture of every smoke filled room, where women were paid unequal wages and sexual harassment was accepted as business as usual. In contrast we see another social trend, the emergence of the civil rights movement, which raised awareness and sometimes even through litigation if necessary insured that organizational cultures respected or at least accepted diversity.
Thursday, June 19, 2008
Web Lecture: Metaphors & Culture
Metaphors and Domination
Weblecture
The power of metaphors is a very interesting part of the web lecture. I find it interesting that metaphors are both a reflection of organizational values as well as tools that help to perpetuate the organizational culture’s values and beliefs. For example, the classical management approached which used the metaphor of the machine saw people as simple components of that machine. Consequently, the lack of value in people was observed in how robber barons used people as simple tools that when damaged, could simply be replaced. When we use the power of metaphor and view it side by side with a critical approach we see that metaphors and domination go hand in hand and served to perpetuate the oppressive relationship that existed while classical management was the predominant form of organizational culture.
Weblecture
The power of metaphors is a very interesting part of the web lecture. I find it interesting that metaphors are both a reflection of organizational values as well as tools that help to perpetuate the organizational culture’s values and beliefs. For example, the classical management approached which used the metaphor of the machine saw people as simple components of that machine. Consequently, the lack of value in people was observed in how robber barons used people as simple tools that when damaged, could simply be replaced. When we use the power of metaphor and view it side by side with a critical approach we see that metaphors and domination go hand in hand and served to perpetuate the oppressive relationship that existed while classical management was the predominant form of organizational culture.
Saturday, June 14, 2008
Chapter 4: Carl Weick’s Sense-Making Model
Loose Coupling
Pgs. 116-118
Loose Coupling is a very interesting concept that can be observed in many organizations. Within business we can see how Major organizations such as General Electric employ a strategy of, “Loose Coupling” when they diversify, thus they protect themselves from abrupt changes in the environment. The example which the book provides is also very useful when attempting to grasp the concept of Loose Coupling. Universities by their very nature are loosely coupled entities whose mission is to promulgate an almost universal breadth of knowledge. If Universities narrowly focused on teaching a single subject, a change in the environment in which they operate would put them out of business (i.e. if a University had narrowly focused on teaching Phrenology [the study of personality as determined by the shape of the cranium] they would have been out of business by the 1840’s when many were refuting the findings of the proponents of phrenology). However, the loosely coupled nature of Universities has held them together to such an extent that some of the oldest continuously running organizations are Universities (i.e. University of Paris, Oxford & Salamanca).
Pgs. 116-118
Loose Coupling is a very interesting concept that can be observed in many organizations. Within business we can see how Major organizations such as General Electric employ a strategy of, “Loose Coupling” when they diversify, thus they protect themselves from abrupt changes in the environment. The example which the book provides is also very useful when attempting to grasp the concept of Loose Coupling. Universities by their very nature are loosely coupled entities whose mission is to promulgate an almost universal breadth of knowledge. If Universities narrowly focused on teaching a single subject, a change in the environment in which they operate would put them out of business (i.e. if a University had narrowly focused on teaching Phrenology [the study of personality as determined by the shape of the cranium] they would have been out of business by the 1840’s when many were refuting the findings of the proponents of phrenology). However, the loosely coupled nature of Universities has held them together to such an extent that some of the oldest continuously running organizations are Universities (i.e. University of Paris, Oxford & Salamanca).
Friday, June 13, 2008
Chapter 4: From Biology to Organizational Communication
Pgs. 104 - 106
The notion of distributed intelligence and its place within organizations is fascinating; I had never tied the two concepts of organization and biology. Within our body, different systems while working within the body still carry out their respective tasks on their own. From the previously mentioned, I can make the correlation between distributed intelligence and see how it is reminiscent of when my boss allows me the independence to conduct my work as I see fit. The only rule that applies is that I get my work done as long as my work is in line with the organizational mission of our office. In biology the various organs function without conscious control, through the autonomic nervous system, and as long as they are working towards keeping a person alive they are fine and the brain lets them work independently.
The notion of distributed intelligence and its place within organizations is fascinating; I had never tied the two concepts of organization and biology. Within our body, different systems while working within the body still carry out their respective tasks on their own. From the previously mentioned, I can make the correlation between distributed intelligence and see how it is reminiscent of when my boss allows me the independence to conduct my work as I see fit. The only rule that applies is that I get my work done as long as my work is in line with the organizational mission of our office. In biology the various organs function without conscious control, through the autonomic nervous system, and as long as they are working towards keeping a person alive they are fine and the brain lets them work independently.
Thursday, June 12, 2008
Chapter 3: Human Relations Approach and Human Resources Theory
Pgs. 78 – 90
These two approaches to organizational communication seem to be a natural progression of human development, wherein we are moving away from our hierarchical past to a more consultative relationship that allows for people to dialogue and participate in what they are producing. Whereas, in the past people were simply told what to produce and how, employees are now invested in their work by virtue of having been asked to provide insight on how to best carry out a given task. I find it interesting that even when attempting to change from a top down approach by developing the human relations approach, the approach is viewed ad too drastic and a correction is made via the development of the human resources approach. I tend to agree with the text and I feel that the human resources approach served as a refinement of the the human relations approach. I view human relations as too focused on relationships within the organization and when that happens the people within the organization become the central focus and consequently the organizational mission becomes secondary. Ideally a golden mean should be found where a good balance exists “…between individual needs for creativity and organizational structure.”
These two approaches to organizational communication seem to be a natural progression of human development, wherein we are moving away from our hierarchical past to a more consultative relationship that allows for people to dialogue and participate in what they are producing. Whereas, in the past people were simply told what to produce and how, employees are now invested in their work by virtue of having been asked to provide insight on how to best carry out a given task. I find it interesting that even when attempting to change from a top down approach by developing the human relations approach, the approach is viewed ad too drastic and a correction is made via the development of the human resources approach. I tend to agree with the text and I feel that the human resources approach served as a refinement of the the human relations approach. I view human relations as too focused on relationships within the organization and when that happens the people within the organization become the central focus and consequently the organizational mission becomes secondary. Ideally a golden mean should be found where a good balance exists “…between individual needs for creativity and organizational structure.”
Chapter 3: Three Early Perspectives on Organizations and Communication
Classical Management Approaches
Pg.64-78
I find that the historical perspective which the text provides is essential in order to properly understand the development of organizational communication. The classical management approaches that are mentioned in the text begin with the industrial revolution, nevertheless one element that encompasses all classical management approaches is their hierarchical nature which probably stems from western society's feudal past wherein status and societal position played a key role in everyday life. Furthermore, the implications which arise from the top down approach to organizational communication result in, or are a product of, some very negative aspects of our nations past. For example, the hierarchical and top down organizational communication of the industrial revolution fit in perfectly with slave holders who viewed communication with their slaves as a one way conversation where they gave orders and the slaves were expected to carry them out. Moving forward to the development of scientific management, Frederick Taylor continued with the top down approach to organizational communication by dictating to the employee the best way to carry out a given task. The implications of such a system of communication are many nevertheless a few stand out. Primarily, innovation is lost due to the employees inability to communicate his or her ideas on how to better carry out a task. Second, an internecine sense of simply being a cog in the machine begins to take over, consequently as the text states you have massive turnover as was the case in Henry Ford's plant aside from the psycholgical implications to the employee.
Pg.64-78
I find that the historical perspective which the text provides is essential in order to properly understand the development of organizational communication. The classical management approaches that are mentioned in the text begin with the industrial revolution, nevertheless one element that encompasses all classical management approaches is their hierarchical nature which probably stems from western society's feudal past wherein status and societal position played a key role in everyday life. Furthermore, the implications which arise from the top down approach to organizational communication result in, or are a product of, some very negative aspects of our nations past. For example, the hierarchical and top down organizational communication of the industrial revolution fit in perfectly with slave holders who viewed communication with their slaves as a one way conversation where they gave orders and the slaves were expected to carry them out. Moving forward to the development of scientific management, Frederick Taylor continued with the top down approach to organizational communication by dictating to the employee the best way to carry out a given task. The implications of such a system of communication are many nevertheless a few stand out. Primarily, innovation is lost due to the employees inability to communicate his or her ideas on how to better carry out a task. Second, an internecine sense of simply being a cog in the machine begins to take over, consequently as the text states you have massive turnover as was the case in Henry Ford's plant aside from the psycholgical implications to the employee.
Tuesday, June 3, 2008
ABOUT ME
Hello Everyone, I just completed my fourth semester in the Master of Public Administration program here at SJSU. I am currently employed by the City of San José and work for Councilmember Forrest Williams who represents District 2. Regarding communications, I have a limited amount of experience in the subject as I have only taken one course, public speaking. I hope to learn as much as I can from this course and from all of you. As we can observe in the democratic primary, communication can make or break an individual's aspirations and goals. Therefore, it is essential that we all pay close attention and work diligently in this course.
"Once a human being has arrived on this earth, communication is the largest single factor determining what kinds of relationships he makes with others and what happens to him in the world about him" - Virginia Satir
Monday, June 2, 2008
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