Week 5 - Blog 2: Ch 10—Strategic Alignment

Week 5 - Blog 2: Ch 10—Strategic Alignment

Strategic alignment, ahh…quite possibly the very thing that makes or breaks a company, especially start-ups. This is the factor that forces any business owner to say, “You mean I really have to do what I say?!” Making a product or providing a service looks good on paper, but whether or not one is successful is determined by his or her strategic alignment, and it’s a lot of work. Internally, everything must be configured within the company to “maximum efficiency” so it can provide or make whatever its product; that means phone systems, customer service routing, computers, automated-systems… basically, if “customer service” is your motto, you better have everything you need up to date and set in place in order to differentiate yourself from the competition.

This concept/section is so relevant with me because I have seen numerous companies fail and go under due to lack of superiority and knowledge. At the same time, I’ve seen a few companies make it big right here in the bay area. I used to think it was because these people/company owners just got lucky and were in all the right places at the right time. No, it wasn’t luck, it was because they were just smarter than the competition and had a strategy.

Week 5 - Blog 1: Ch 9—Situational Leadership

Week 5 - Blog 1: Ch 9—Situational Leadership

I found Hersey and Blanchard’s model of effective leadership to be interesting. First of all, it reads from right to left which is a little “off” to me. The “telling, selling, participating, and delegating” part makes total sense (if it only read in that order!). And of course, “task behavior” will go according to what maturity level one is at, ok that makes sense too. What doesn’t make sense it the fact that it doesn’t make room or display the fact that leaders are versatile people who have the ability to adapt in any situation and make something out of nothing, an effective one that is. To me, it seems as though Hersey and Blanchard’s model has a direct correlation to the Blake and Mouton Managerial Grid, except for the fact that it only goes as far as (1,1) and (9,1)—“impoverished management” and “authority-obedience.” It is a poor representation of “leadership,” in all honesty. It is very matter of fact and old fashioned, closely resembling the flexibility and inspirational motivation of that of a scientific management approach. I believe that there is much more to leadership than what has been painted in their model picture here. Blake and Mouton’s Managerial Grid makes more sense.

Week 4 - Blog 4: Ch 8—Decision-Making Process

Week 4 - Blog 4: Ch 8—Decision-Making Process

“Teams” have about a 50/50 chance of being effective and functional. From my experience, success as truly relied on Fisher’s model: Orientation, Conflict, Emergence, and Reinforcement. It always seems like without the first two occurrences of this model, nothing really gets accomplished. That is why group work within a classroom setting it so annoying to me because I if as though I can get a better grade on my own. Ok, wrong attitude, but really, this feeling is also prevalent in the work world because you’re involving a few more factors—a product/solution and money. The latter of the two is what really motivates people to utilize the 8 strategies for dealing with a little known phenomenon called “groupthink.” Groupthink, by all means, is a passive way to accomplish anything and completely obliterates the purpose of any group. I hate it when I am assigned to a group and people look at me funny because I suggest ideas from everyone, not from just that one individual who thinks they have all the answers.

Week 4 - Blog 3: Ch Technology and Teams —The Communication Imperative

Week 4 - Blog 3: Ch Technology and Teams —The Communication Imperative

I think the communication imperative answers the question as to whether or not virtual communication is real communication. People only do what is going to make the most sense when having to work in teams due to the fact that his or her team may be spread across the world or just within an office. Technology is a finite way to communicate and is imperative for an every company. Just because the communication is not face to face does not mean that it is not real. It only means that it is missing some major components to body language that help to decipher a persons demeanor when talking; although, with technology such as email, we are also able to determine tone and attitude that, for the most part, replaces the body language when speaking with someone face to face. Maximum communication and effectiveness is imperative amongst colleagues and associates, even friends. People now use technology to communicate out of necessity.

Week 4 - Blog 2: Ch 8—Work Teams

Week 4 - Blog 2: Ch 8—Work Teams

Work teams, from my observation, have evolved out of necessity for any one company who have been around for a long time, or has done their research on effective management. Working as a team, for the most part, eliminates that ole cliché of “taking on more responsibility” or having to show one’s upper management that he or she is worthy and competent in their job when, really, half the time he or she is being suckered into working more hours for less pay. This has always brought undesired stress and animosity into the “office” or company, and is a proven way to reduce company morale. Work teams, as the book states, is supported by commitment and empowerment whereas the relying on one another and sharing a reasonability really takes the load of one’s shoulders and spreads it over many. When done right, working in a team environment creates more of a “family” type atmosphere and most definitely a more enjoyable working environment. It’s too bad that there are still many companies have not caught on to this strategy and are still tying to use child psychology on its employees to work harder.

Week 4 - Blog 1: Ch 7—Emotion Labor

Week 4 - Blog 1: Ch 7—Emotion Labor

I like this concept because it clearly defines the differences between gender in work and life. I believe that emotion labor is, in fact, a strain on any one person after a while, and the stress does seep into one’s life outside of work, affecting him or her in a negative way. Specifically, I find that women are more subjected to emotion labor than that of men. You find it everywhere: in the mall at all the cosmetic counters, restaurants, customer service jobs, and the most fashionably noted of all—the airline stewardess. There are plenty of men who also work this kind of emotion labor, but society has put in place that this is “women's work” whereas men are able to express themselves through “masculine breadwinner” type jobs and, in many cases, not have to hide their true feelings behind a smile.

The “emotional” toll that emotion labor creates is a heavy one. You see it every day when you or someone you know gets off work, they are beat, drained, don’t want to think, just want to flop down and not be bothered. This is not only due to the physically stress, but emotionally it takes the bait. That saying where it’s “10% physical and 90% mental” applies here.

Week 3 - Blog 4: Metaphors & Culture—Interpretive View

Week 3 - Blog 4: Metaphors & Culture—Interpretive View

The interpretive view makes better sense to me because, obviously, there is always something more going on in an organization than what the eye can see; whether that being a good or bad thing. Focusing on other people’s interpretation of rituals, vocabularies, and stories can reveal how an organization is really interacting with each other and determine production levels. One’s interpretation of others is a way for information to be gathered and paint a picture of the organization. Enron comes to mind when I think of this interpretive view metaphor. Without knowing the cognitions and observations of other people, other companies can slip by for as long as Enron did while ripping people off.

Week 3 - Blog 3: Metaphors & Culture—Conduit Metaphor

Week 3 - Blog 3: Metaphors & Culture—Conduit Metaphor

I must say that this is probably the most basic form of communication, although not at all practical. This metaphor is, more or less, how an operating system should work, not an organization with real human beings. As the reading suggests, there are problems with this metaphor. First of all, correct me if I’m wrong, I believe it takes approximately 26 trials before someone is able to operate something efficiently and fluently. This metaphor definitely minimizes “the need for redundancy” and gives no room to interpret “unintentional meaning.” Successful communication is not “easy and effortless.” It takes redundant communication, most often referred to as constructive criticism, and feedback from one another. The conduit metaphor closely resembles the same kind of strategy as the scientific management approach whereas employees are treated like inanimate objects instead of human beings.

This metaphor reminds me of an assembly line; each part is put together and can not function if one part is missing. Just like an organization, problems will arise if one part goes missing or someone all of a sudden has to take a leave of absence, but the company will not just stop because of that. We are people. We collaborate and work together.

Week 3 - Blog 2: Ch 6 – Critical Theory

Week 3 - Blog 2: Ch 6 – Critical Theory

I give praise to Karl Marx for not only researching the roots of labor and its capitalism, but for also giving tyranny or tyrants a name—“bourgeois sensibility.” Violent overthrowing of company owners and governments have been going on since the early ages, when man first called himself “king.” Today, we still hear about Karl Marxism theories being put into action in the workplace. If you have ever seen the movie “office Space” or “Fight Club,” the characters of these movies embody what it means to overthrow tyranny and change the ever so notorious “machine” within corporate jobs. These are rare instances, although their impact on society is huge, they are eye-openers, so to speak. The historical and cultural background of those who worked and fought for fair labor practices are the unsung heroes of today who have paved the way for women’s and minority’s rights.

Week 3 - Blog 1: Ch 5 – Social Trends

Week 3 - Blog 1: Ch 5 – Social Trends

It is interesting to consider how scientific advancement has changed and altered the social trends of the world. Although science has made life easier and more productive, it has also created huge inequalities between race, religion, and gender. These inequalities not only produced tension in America, but world wide between countries that have sparked a few wars (pg. 135). Science and new ideology was meant to create a “more progressive and rational society” (pg. 134), yet we came closer to destroying humanity due to the fact that weapons of mass destruction were now capable of being produced by some of the most sinister men in the world. Even with a more open communication technology like radio and television, this sparked ideological battles between capitalism, socialism, and feudal wars with communism. People, citizens of other countries, were now able to see that the grass is greener on the other side, so to speak, and revolutions took place.

I believe that, even though the change in social trends was not well received at first, it evolved the world into a more sophisticated dynamic whereas we are now able to communicated directly with one another and eradicate confusion. That “ideology” that was so sought after with this new social trend was not fully realized until after the 1960’s, where new perspectives of world peace came about only after war had changed people’s minds.

Week 2 - Blog 4: Ch 4 – Processes and Feedback

Week 2 - Blog 4: Ch 4 – Processes and Feedback

This concept talks about how a system is not an “independent set of components,” but a collaborative process whereas the quality of such determines the finished product. Collaborative—meaning to work together with numerous hand offs, usually under the duress of time. Once the finished product is done, “feedback” is then evaluated and ultimately changes are made to the product or kept in mind for future orders.

To me, this sounds like “group work.” You know, the kind where you have to depend on everybody else to pull through, but you know in the back of your mind that there is always that one person who will settle for a passing grade. Yea, I’m not a big fan of group work, but I have definitely had my fair share of it in school and in the work place. I was a leasing agent for 4 years and I, along with other leasing agents, had to come up with marketing plans to gain renter retention. If one of us didn’t do our part then it made our whole group look bad because we were in competition with other sectors of the company. The “feedback” was presented to us in our 6 month review and was, in part, evaluated on a group level. Needless to say, that job sucked and was the reason why I went back to school. The company was indeed run in a scientific management kind of way and I tended to cross boundaries a lot because I got a mouth and I don’t like authority. Ha.

Week 2 - Blog 3: Ch 4 – Retrospective Sense Making

Week 2 - Blog 3: Ch 4 – Retrospective Sense Making

It is all too often when I have seen a person act first and then later examines their actions in an attempt to explain the meaning (pg. 115). I find this to be a great observation of Weick’s because not only would I apply this concept in organizational instances in the work place, but also in life. His seven “properties of sense making:” identity construction, retrospection, enactment, socialization, continuation, extracted cues, and plausibility are all the same things that one goes through when growing up and trying to find his or her identity, or when one is going through a mid life crisis. Of course there are those who only act with a predetermined plan, but in the end I really don’t think it makes a difference because one will always reflect on his or her actions, predetermined or not. Or, at least they should. I resonate with Weick’s seven principles only because it too is what I have observed in society and in the work place.

Week 2 - Blog 2: Ch 3 – Maslow’s Hierarchy of Needs

Week 2 - Blog 2: Ch 3 – Maslow’s Hierarchy of Needs

I believe that Maslow’s Hierarchy of Needs apply to everybody and that people wholeheartedly attempt to succeed to the highest rank on Maslow’s constructed ladder, or they achieve some kind of nirvana by settling somewhere between “safety” and “love” (pg. 88). Maslow’s model was not meant only for those who seek upper management, but also for “everyone else,” cafeteria workers, janitors, and dung flingers. Not everyone likes his or her job, understandable, but we all want to achieve what Maslow’s model entails, whether in the work place or at home.

I touch a little bit on McGregor’s Theory X Management and believe that it is the missing link to Maslow’s model, filling in all those dark holes those being people who hate their job. While on the other hand, McGregor’s Theory Y is looking at the glass half full, yet not a very realistic approach to explaining people in the workforce.

I resonate with Maslow’s Hierarchy of Needs because it is just so simple to me, yet so hard to obtain. There was a point in my life when all I wanted was to be on that second rung on the ladder, the “safety” rung which includes employment. In this economy today there are a ton of folks only on that second rung just try their little hearts out to get a job….Such a simple concept, yet so hard to obtain.

Week 2 - Blog 1: Ch 3 – Scientific Management

Blog 1: Ch 3 – Scientific Management

I chose this concept because of its pure assineign and bigotry. Being somewhat of a feminist and having worked in a male dominated setting before, selling cars, I am so glad I never had the “opportunity” to work under Frederick Taylor’s Principle’s of Scientific Management! It’s no wonder that his theory of scientific management lead to increased conflict (pg 72) because not only was his concept hierarchical without any flexibility between creativity and constraint, it was pure tyranny! He created a firm division between managers and employees which, granted, is still prevalent in the workforce today, but his division was based on those who were better suited for “thinking” and those who were better suited for “working.” He came to this conclusion by determining one’s race, background, and sex. And you know what that meant—that us women’s little brains couldn’t handle the big, big job of being a manger.

I resonate with this concept because when I was 18 years old I applied for a job to sell cars, nice ones at that, like BMW’s and Mercedes. I had gotten my salesman license and was certified, ready to sell. Anyways, I was the only female in the office and it seemed as though every time I got a lead, I was always deterred away from the customer or subjected to always getting lunch! Eventually, I figured out that they hired me simply because I was a female and I could lure a customer in by standing out in the lot and talking to them. Well, I quit that job within the first 2 weeks and told them to shove it. Next, I went and got my real estate license and sold houses, ha! My point is, while I’m sure that my car dealer employers were being overtly shovanistic, they were operating on the same concept that Frederick Taylor set in place.

My intro...

Hello Class,

My first post was just a test, so here is my official introduction. For the sake of anonymity, I'm going to tell you that my name is Yak. Yak is actually my dog's name, he is so adorable as you will soon see because I will be putting his picture up in a few days. 

Anyways, my "work story" is quite a lengthy one since I've been working since I was 15 years old. I started out as a waitress, then became a manager, then became a realtor, then I became a leasing agent. I've seen first hand the effects of organized communication, and I have also seen the effects of disorganized communication. 

Currently, I am 25 years old and I have two semesters left (hopefully) before I graduate, so I am on the fast track and will be ecstatically happy when that day comes. I might just do a back flip off the stage. 

Peace