CMN 136 Readings 1/2/3

What is the "Platinum Rule" and how does it compare with the Golden Rule?

- it is impt. that managers recognize diff. generational preferences in order to effectively lead a multi-generational workforce Alessandra (1995) set forth the idea of the "Platinum Rule" - whereas the Golden Rule focuses on treating others the way you want to be treated, the Platinum Rule suggests "do unto others the way they want to be done unto" - relates to communication = communicating w/ others the way they want to be communicated with, or focusing more on the receiver's perspective, as opposed to the sender's --- she suggested that by communicating w/ others the way they want to be communicated w/, an "instant rapport" can be established "by learning how to do what they want done"

What are the key differences between the functional, divisional, matrix, and network organizational structures? (four basic organizational structures)

1. Functional Organizational Structure - organized around basic functions such as purchasing, manufacturing, marketing, finance, IT, and human resources - it groups people together who are similarly educated (ex. all marketing people in the marketing dept.) - this can produce very strong functional depths w/ lots of specialists who enjoy working together on related tasks - very small organizations of fewer than 25 employees are seldom organized functionally - as an organization grows, it is common for such functional grouping to occur - Universities typically use a functional organizational structure grouping (English teachers in the English dept) - depts. consist typically of 25 professors - when larger, it splits into two dept's - other organizations have similar rules of thumb in terms of expected size of a dept. - since the US was successful in winning WW11, the organizational structure used by the US Army must be a good way to structure other types of organizations - in the 60s and 70s, the army style faded 2. Divisional - a collection of types of divisional groupings; common ones include divisions based on product, customer, or geographic region - if a business makes several diff. and unique products requiring specialized skills, then organizing into divisions based on type of product makes sense. - (ex. a company makes aircraft parts, farm equipment, and heavy construction equipment, it is logical to organize the company into those 3 divisions b/c each division is unique) - another logical approach is to organize into divisions based on the firm's major customer types - some companies sell some of their products directly to the ultimate consumer but also sell to other businesses (ex. Goodyear Tire & Rubber Company sells car tires to people like you and me - they also sell to automobile manufacturers such as the Ford Motor Company ) - everyday consumers don't buy many tires at a time vs. car companies buying them in the thousands - Goodyear has to work w/ the designers of upcoming car models to produce tires that meet the car manufacturer's exact specifications - it makes sense to have one division for original equipment manufacturers selling to Ford and another division for consumers like you and me - another common approach to divisional structure is by geographic region --- a company that operates around the world like Starbucks (North America, South America, Europe, etc.) may have divisions in all those places, but a smaller company working within just the U.S. may have divisions such as the West Coast, East, and Middle America - this approach may be nec. if each geographic area is unique and requires specific changes to products, services, or processes ----- HOWEVER, if a company sells exactly the same thing to customers everywhere, then it makes less sense to use a geographic divisional structure - the ability to communicate via the Internet today has encouraged some businesses to ditch the geographical divisional approach and replace it with a more modern structure 3. Matrix - a combo of the functional and divisional structures where some employees report to 2 managers - a functional manager plus a divisional manager - many huge corps use this structure b/c they are so complex that nothing else will really work for them - to read a matrix organizational chart, you must read it from top to bottom for one dimension and from left to right for another - often it reads like a functional structure vertically and a divisional structure horizontally - resource utilization is efficient b/c key resources can be shared across several impt. programs or products at the same time - as an employee, you will have to report to 2 bosses (one vertically and one horizontally) - can also be a good way for you to learn how things operate from 2 points of view/ may also provide more career options through the functional route or department route/ also to gain diplomacy 4. Network - a collection of organizations that work together to produce a good or service - more a web than pyramid - ex. = arrangements among designers, suppliers, producers, distributors, and customers where each independent unit is able to pursue its own distinctive core competency yet work effectively w/ the other members of the network - often the glue that holds such a complex network together is the computer network that provides the communication structure - the big advantage of the network organizational structure is flexibility - well suited to organizations where much of the work can be done ind. by experts - can enhance innovation, provide a quick response to threats and opportunities, and reduce costs and risks - must choose collaborators who are excellent at what they do and provide complementary strengths - must make certain that all parts of the network fully understand the overall goals - each party in the network must trust all the other parties to deliver their individual goods and services at the req. level of quality, on time, and within budget - can allow you to see many more diff. parts of the organization - you are not isolated into silos as with the more traditional organizational structures

What were the various findings for each of the topics explored in the survey?

Culture: - "the culture of the company is impt. to me" - response was 47.62% scoring with a 5 (strongly agree) - when survey respondents were asked to rate how impt. "ethical tone set by management" was when considering full time employment, the avg. response was nearly 55% scoring a 5 Sharing info. - "company info. should be shared w/ employees on a need to know basis only" - was 3.44 = this finding does NOT support previous research's suggestion that millennials do not appreciate info. being withheld from them - millennials want to know why their organization or boss is having them do something - over 69% selecting a 4 or 5 - overwhelmingly, the millennials indicated they expected their opinion to be heard and valued at work, w/ an average response of 4.26 Seeing the big picture - it is nec. managers consider the diverse needs and preferences of employees ("I need to understand how my job fits in to the big picture") = over 76% agreed or strongly agreed - at the same time, there was disagreement as to whether a millennials identity is wrapped up in their work Employee-manager relationship - open ended q. = type of relationship they would like to have w/ their future boss - the following themes emerged: primarily professional, open communication, and friendly but not a friend - the impt. of professionalism and maintaining a pro. relationship w/ the boss was commonly expressed - while some desire a "strictly professional" or "straight business relationship", others are open to developing other types of relationships while maintaining professionalism - many respondents explained various types of communication they would like to be engaged in with their boss - elements such as "healthy communication" and an "open relationship communications wise" were mentioned as desired traits, as well as "the ability to talk" to the boss about work-related problems or concerns --- feeling comfortable asking the boss questions was a commonly stated desire among millennials - communicating feedback is impt as well - relationship - subordinate & boss = a friendly one that allows guidance - the idea of the boss being friendly, but not a friend was shared in various ways (not too personal was commonly expressed) Feedback - providing feedback is crucial to communication success - it serves to correct inappropriate behaviors or wrong endeavors, as well as to encourage the employee when they are doing things correctly --- in its absence, employees are left floundering, unsure of their status - w/ "I am comfortable w/ negative feedback from my boss" the avg. response was 3.81; however, when asked about receiving negative feedback from a coworker, that number dropped to 3.5 Managerial Feedback - type of feedback from managers - the most common response was related to "constructive criticism", though many expounded (explained) on how they would like the message to be framed (to be nice about it; even though I'm doing something wrong, I'm still learning from the experience; honest feedback; both positive and negative so i can work on my weaknesses and continue to grow w/ my strengths; one on one advice; respect; unbiased; professional; brute honesty; positive feedback; praise for job well done - many of these sentiments support existing literature's view of millennials and their need for feedback Coworkers - millennials are not as comfortable asking for info. from their coworkers if the boss is not providing sufficient information. - impt. that the manager is providing clear directions and carefully articulating expectations - as the millennial may hesitate to seek out the info. elsewhere - it seems that millennials are more likely to want to learn from those long term employees, but do not nec. want to develop a relationship w/ them or value that possibility - a formal mentoring or reverse mentoring program may help Coworker Communication - opinions were mixed when millennials were asked about the type of communication they anticipate being involved in with their coworkers - the majority reported they expect to be involved in primarily (if not totally) professionally or business focused communication - this open ended data supports the findings of the previous survey question related to feeling comfortable talking w/ a coworker if the boss is not providing the info. - sentiments such as "constant communication, and cordial were expressed, as well as friendly and relaxed to describe the desired communication environment" - business casual = primarily professional communication, but also open to more personal or relaxed communication (not tolerating mean gossip or comments; relevant to the workplace; healthy balance b/w friendship and teamwork) - there were respondents who reported a desire for a combination of professional and personal communication; however, many stated that they desired to be involved in professional communication only - ex. "i am not here to make friends but will enjoy my time at work" - the ability to ask questions or seek feedback of coworkers was articulated as well - the idea of getting help from coworkers was expressed several times - some also reported wanting to engage in conversation w/ coworkers that went beyond just the workplace (as encouraging or a break from stress of work) - be part of their lives or talk about personal lives - regardless of the type of communication preferred, respectful interactions were often mentioned (avoiding gossip and profanity were included in many as well) - an environment that is perceived to be "fun" and "supportive" will go a long way helping millennials communicate appropriately w/ their coworkers in the workplace

What did the author say about why delegation is important and why it may be difficult to do for college graduates?

Delegation is the assignment of new or additional responsibilities to a subordinate. As a manager, you must learn how to properly delegate, because it is through delegation that you use the talents of others to get more work done. New managers often find it hard to delegate; they may prefer to just do the work themselves because they are afraid the work will not be done correctly or on time. However, to be a successful manager, you must be able to properly delegate. A key aspect of proper delegation is understanding the concepts of responsibility, authority, and accountability. Responsibility means a person is assigned a task and is supposed to carry it out. Authority means a person has the power and the right to make decisions, give orders, draw on resources, and do whatever else is necessary to fulfill the responsibility of his or her managerial position. Accountability means the subordinate's manager has the right to expect the subordinate to perform the job and that the manager has the right to take corrective action if the subordinate fails to do so. The manager has the responsibility to check and follow through to make certain the subordinate has properly performed the assigned task. New managers often complain that they are being held accountable and must take responsibility but do not have as much authority as they think they need to make decisions, give orders, hire, fire, reward, and in all ways use their managerial power to get the job done. Part of the problem lies in the difference in how most schoolwork is expected to be done versus how work in the business world is expected to be done. At school most students do their own work and do not have others do it for them. - However, in the work world, managers are expected to do much more than they could possibly do by themselves. To be a successful manager, you must learn how to let others do the work while you do the work of a manager. As you develop as a manager and can prove to others that you can motivate others to work with the necessary speed, accuracy, and concern for quality, then your authority will likely be gradually increased. - You may need to demonstrate to others how the job must be done, and it is okay to pitch in and help, especially when a worker is experiencing difficulty with the task, but it is not okay to fail to properly delegate.

To understand a discussion of the various types of organizational structures and the pros and cons of each, it is necessary to understand several terms

Differentiation is a term used to describe how a large organization is composed of many different units that work on different kinds of tasks using diverse skills and work methods Integration means these differentiated units are put back together so that work is coordinated into an overall product The assignment of different tasks to different people or groups is called the division of labor. Specialization is the process in which different individuals and units perform different tasks and develop high skills at those tasks Coordination refers to the procedures that link the various parts of an organization to achieve the organization's overall mission. Span of control refers to the number of subordinates who report directly to a manager or supervisor. A tall organizational structure typically implies a narrow span of control, whereas a flat organizational structure will have wider spans. The span of control can be wide when the work is clearly defined and unambiguous. Because subordinates know what they are supposed to do, it is not necessary to have as many managers closely overseeing their activities. Also, the span can be wide if the subordinates are highly trained and have access to needed information, the manager is capable and supportive, jobs are similar and performance measures comparable, and when subordinates prefer autonomy to close supervisory control. When one or more of these conditions is not present, then a narrow span of control is more ideal.

What is the difference between centralized and decentralized organizations?

In a highly centralized organization, important decisions are made at the top of the organizational structure with little or no input from below. In contrast, in a decentralized organization many decisions are made at lower levels, and people further down the organizational hierarchy feel empowered. All the power is not concentrated at the top but is distributed more evenly throughout the organizational structure, with many decisions made close to where the actual work is being done. Many organizations have moved back and forth between a centralized and a decentralized approach. Organizations especially tend to move toward the centralized model during hard times. At other times, the switch is due to a change in leadership at the top.

What is the difference between line versus staff positions?

In the terminology of organizational structure, a line position is one where the manager has direct responsibility for a principal activity of the firm. In contrast, a staff position is one that provides specialized or professional skill and advice in support of the line departments. In your climb up the organizational ladder, be careful not to get stuck for long in a staff position. People in the line positions tend to look down on those in staff positions, and people without line experience are seldom promoted to executive-level positions in general, staff people give advice; line people actually make the decisions regarding budgets, purchases, staffing, and so on legal liability goes up in line positions - ex. hiring & firing decisions - you are much more likely to get sued by someone who has been fired and is mad

What are examples of "artifacts?"

are the cultural symbols of various types and could include - stories that are told about organizational members - rituals or ceremonies (retirement dinners, sales meetings, new product intro) - physical setting, including layout, architectural features, furniture, accessories, lighting - mission, vision, or values statements, annual reports, recruiting materials, slogans, banners or billboards, training materials, memos, or minutes of meetings artifacts are surface level representations of culture oftentimes easy to observe but they require work to discover what they mean to members of the culture - Ex. a US flag can be a powerful symbol and can mean very diff. things to diff. people at diff. times - the flag might be saluted, waves, burned, or worn as clothing - each of these practices might have diff. meanings and evoke diff. responses = notice too, that the artifact may have no symbolic meaning at a given time, - ex. - a flag is folded up and tucked away in a drawer artifacts are only interesting in a cultural sense when they have meaning to humans

What were the themes explored in the study?

as a result of such age diversity, it is likely that employees will have varying approaches to work, as well as differing workplace behaviors, which may result in conflict can make leadership more complex (traditional approaches of leadership are not successful) need to transition to a millennial centric workplace millennials started entering the workforce in 2004 and will continue until 2022 millennials as a whole are considered the best educated generation to enter the workforce - managers must consider how to effectively communicate w/ these employees by recognizing the communication preferences of Millennials - managers play a large role in shaping the work environment and partially impacts whether an employee is satisfied w/ the job - bosses should be understanding, easy to work for, motivational, and friendly and honest the purpose of this study was to gain a better understanding of the workplace communication preferences of millennials - p. 15

What was said about "managing culture?"

attempts to change culture are often very difficult there is a great deal of disagreement among practitioners, consultants, and academics about the degree to which culture can be managed - it is clear that design choices that managers and leaders make about organizations can affect organizational culture (ex. reward systems, top management philosophy, employee selection, training) many managers see culture as a surface level concept and then are unpleasantly surprised when cultural change efforts fail - if we view culture as a deep concept, we see that culture can be as much constraint as composition - in that sense, the founder of an organization might be able to influence organizational culture more than a manager in an established situation - icebergs do move, but they move slowly and not always in predictable directions

conclusion

by learning to recognize generational diff's, millennial employees may be better suited to modify their behaviors and tailor their interactions to meet the workplace norms or communication preferences of others - from the business perspective, it is essential that managers are trained how to lead a diverse workforce and recognize the communication preferences of those they are responsible for leading - armed w/ such knowledge, managers can help millennials transition to the workplace and thrive in their new role - these findings could help both managers and educators as the next generation of leadership continues to enter the workplace - the culture of the organization was discussed as well, as it contributes to the communication environment experienced - as organizations and managers work to retain millennial employees, it is crucial that the communication practices within the organization are reevaluated as well

- What does it mean that culture is a "deep concept?" What aspects of organizational life are "above the surface," "at the waterline," and "below the surface?" - What does it mean that culture is "pre-conscious?"

culture is pre-conscious = most of the time it is below our conscious awareness, but we are able to recognize it if we try - at the most accessible level are cultural artifacts; the next level are practices which include formal policies, informal norms, and explicit statements of cultural values; at the deepest level, most difficult to reach level are actual values ("values in use") and taken for granted assumptions

What is an organizational chart and how do they vary?

from the beginning - the assembly line - Communication between workers was difficult in the noisy factory, where workers were required to stay at their workstations. (separation of labor), resulted in workers developing great skill at a very limited number of tasks. It created great efficiency and manufactured products much faster than previously thought possible. However, managers were the only ones who could walk from workstation to workstation communicating to workers and the other managers - some structure was needed to coordinate all these separate workers and tasks Max Weber's Bureaucratic Structure Much of the underlying principles of organizational structure can be traced to Max Weber (1864-1920), a German sociologist and economist who was fanatic about order. His ideal form of organization for a business or a governmental agency was a hierarchical organization delineated by clear lines of authority, written rules, and administrators who strictly enforced the rules. The abbreviated organizational chart shown here includes boxes that represent different jobs within the organization and their relationship to each other. At the top is the chief executive officer with the highest level of authority. At the next level are the vice presidents of the major divisions within the firm. At the lowest level on this chart are the mid-level managers. The lines connecting the boxes represent lines of authority and communication. For example, the accounting manager reports to the vice president for administration, who in turn reports to the chief executive officer. Not shown are the workers who report to the managers. A tall organizational chart typically means there are many layers of managers between the workers and the CEO. A recent trend has been toward a short, fat chart with fewer layers and a broader span of control (more workers reporting to each manager). The other recent trend in organizational structure has been a movement away from the more formal and rigid structure toward one that is flexible and informal. When the organizational structure is rigid and inflexible, it is called mechanistic. A more modern and more flexible structure is referred to as organic . An organic structure is more informal and designed to grow and change quickly and uses teamwork where managers work more like coaches than bosses. Strange as it may seem, some people don't like the organic, informal approach and prefer the clarity of authority of the old-fashioned, mechanistic way. Many companies today have various combinations of these two basic approaches. Over the past several years, many American businesses have attempted to reduce the layers of management in an attempt to streamline the structure, so the organizational charts of many U.S. companies have recently grown shorter—that is, there are fewer layers, and each manager has a broader span of control with more people reporting to him or her. Large corporations such as GE and GM used to have around 25 to 30 levels in their organizational charts, but today they have much fewer.

What are the examples of "practices?"

include both formal policies and informal norms they could include: - items included in policies and procedures manuals - organization charts - hiring methods - orientation activities - appraisal and reward systems - promotion guidelines - signature authority - dress code - open-door policies - fraternization rules - no layoff commitments - distribution of prereq's, such as parking spaces, company cars, whether there is an executive washroom or cafeteria

What is the informal organizational structure?

most organizations have 2 organizational structures: the formal as written on charts, and the everyday relationships of men and women working together within the organization in some organizations, especially those w/ rigid structures and multiple layers of authority, enterprising employees have figured out ways around the stodgy bureaucracy - it is wise to learn about both the formal and the informal organizational structures where you work - there will be times when understanding each, and being effective in using each, will be impt. for your advancement within the organization - find out what personal relationships are vital to making things happen within the organization

What is a subculture and what are the definitions of the three types of subcultures: enhancing, complementary and counterculture?

much of what we have been addressing concerns the dominant culture of an organization (if there is one) ---- but organizations can also have subcultures subcultures may stem from departmental or divisional affiliations, from occupational or professional memberships, or from national or regional diff's 3 types of subcultures are possible: enhancing, complementary, and counterculture Enhancing - holds the same basic assumptions as the dominant culture, but holds them even more fervently (passionately) - ex. Apple computers in the 1980s was stereotyped as being filled w/ anti-establishment, rule-breaking innovators (in contrast to other computer companies such as IBM) --- the Macintosh division was even more pronounced in its iconoclasm - this didn't conflict w/ the dominant culture, but was clearly a subculture Complementary - holds the same basic assumptions as the dominant culture, plus some other nonconflicting assumptions - Ex. the legal dept. in a corp. where the dominant assumptions are held, plus assumptions particular to the legal profession (ex. the legal system in the US allows equal representations to all parties) - another might be the computer help desk, which might hold the same values as the dominant culture, but also some other values unique to their work (ex. computer viruses are created and propagated to sell anti-viral software) Counterculture - holds some assumptions that are in conflict w/ the assumptions of the dominant culture - Ex. John Delorean's group at General Motors is a classic example of a counterculture - while GM as a whole was very status conscious and flush w/ executive perks, Delorean's group was the antithesis - countercultures can serve as a useful purpose in surfacing issues that would not be addressed within the dominant culture, but which are nec. for organizational success or survival

What specific finding from this study contradicted a finding from the earlier studies described in the "literature review?"

previous research has found that Millennials desire frequent, positive, and open communication in the workplace and readily share info. w/ others as well - want open communication and for their opinions and ideas to be heard Ferri-Reed suggested that millennials respond best when communication is direct, honest, and w/o hidden agendas = the quickest way to lose the loyalty of millennials is to withhold info. or restrict it to a select few individuals Jablin (1987) posited that an employee's level of job satisfaction is higher when the supervisor is open in communication w/ the subordinates - previous literature suggests that Millennials expect communication w/ their boss to occur more frequently and to be more affirming and positive in nature than previous generations did - reverse mentoring - p. 17

In the early days, what distinguished strong and weak cultures?

some of the first mentions of organizational culture were in the early 1980s the early approaches distinguished b/w strong and weak cultures and were largely oriented toward top-management's stated values of what was impt. or desired for the organization later approaches went beyond explicit statements of desired culture to focus on underlying elements as well ---- What is the meaning of "symbolic interactionism" and what does it have to do with culture? = a focus on symbolic interactionism emerged: the idea that cultural artifacts don't have meaning until human beings attach meaning to them

reflection

the organizational structure should help the organization achieve its goals - it should make communication easier among the various depts and divisions - it should address the need to serve customers better than your rivals 4 basic structures - functional, divisional, matrix, network - all have advantages and disadvantages - despite the success of newer organizational structures, many organizations are still organized similar to the army structures popularized in the US Army during WW11 - understand the formal and informal organizational structure of your organization - learn how all the pieces are put together

What is Schein's definition of organizational culture?

this def. seems to be thorough and useful (capturing many of the essential elements of other definitions) he studied leadership and culture extensively (Edgar Schein) culture is - the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope w/ its problems of external adaptation and internal integration, and that have worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to these problems - see culture as a "deep" concept - he does NOT define culture as experiencing culture artifacts through our 5 senses - RATHER, culture is the values and basic assumptions that operate at a deeper level (a metaphor of an iceberg is useful) - cultural artifacts are like the tip of the iceberg- we can observe them --- however, there is much below the surface --- true cultural awareness involves understanding what's below the waterline

What are "values and assumptions," "espoused values," and "values-in-use?" How do they compare?

values and assumptions are the social principles, goals, and standards held within a culture to have intrinsic worth - they define what the members of an organization care about, such as freedom, democracy, tradition, wealth, or loyalty - values constitute the basis for making judgements about what is right and what is wrong === organizational "values statements" = ex. - "we treat people w/ respect"; "we operate in an ethical fashion"; "we achieve zero defects" == these are ex's of espoused values = a defined set of values that someone (usually top management) thinks members of the organization should hold - in some ways, espoused values are like artifacts, easily observable values in use - are the values that are revealed by people's behavior in the organization - ex.s = "people should be on time"; "you should never leave until the boss leaves at night"; "people shouldn't be reprimanded in public" or "the boss is always right" values in use don't always match espoused values and might even be in conflict w/ them - Ex = an organization that formally states "people are our most impt. resource", but doesn't invest in training or engages in practices like layoffs or downsizings, might have a conflict b/w espoused and in-use values