Week 5 - Blog 4: Online Lecture—Dialogic Democracy and Organization

Week 5 - Blog 4: Online Lecture—Dialogic Democracy and Organization

I think dialogic democracy within an organization is a privilege because we do no take this approach in government office. Most of the time minority issues are not considered as much as majority issues and everything is pretty much run on an impartial bias, yet democratically. Within organizations or companies, now a days we are allowed more emotional appeal and meaningful communication to alter our decision making and ultimately be very flexible compared to the U.S. government. Dialogic democracy really utilizes its participation among participants, although more time consuming, it is a more powerful form of democratic rule. However, I do not think that dialogic democracy would work on the national level or U.S government because we would never come to a decision on anything, there’s just too many people and too much emotional appeal. We probably figured that out a long time ago.

Week 5 - Blog 3: Ch 11—Mindful Dialog

Week 5 - Blog 3: Ch 11—Mindful Dialog

Mindful dialog, as this section mentions, is a conscious decision. After all, most of the time we are communicating phatically without really paying attention to the other person because he or she holds no real interest to you. To “think together,” in this case, a conscious decision requires a little bit of discipline because this is a democratic nation and we don’t particularly like to engage in conversation or ideas with other people who do not necessarily agree with you, so the book says. So, in most cases, “thinking together” is a little unconventional and, therefore, requires some discipline and due diligence on one’s part to engage within his or her team. Admittedly, I am a phatic communicator and could really care less what people are talking about or saying to me unless it poses some negative reaction out of me. Awful, I know, so I am working on being more mindful.

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.