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.
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