orgcomm exam 2

Frame of referebce - unitary vs Pluralist

Unitary - common organizational goals - conflict rare and negative - Power is domain of management - Classical, human relations, - human resources (not as strong) Pluralist (other kinds of meanings) - Divergent views and interests - Conflict is positive and part of the organizational function - Systems, cultural, critical perspectives

Value of team learning

Value of Team Learning Team Learning Value Reward Alignment or the functioning of the whole Alignment- enhancing team's capacity to think and act in new ways Members do not have to overlook or hide disagreements to make understanding richer Senge and colleagues' guidelines for team communication...

2.) a) Gendered identities by Tannen

- American academic - Professor of linguistics at Georgetown University - Studied gender differences in communication styles "You Just Don't Understand: Women and Men in Conversation" Tannen Theory: Male-female conversation is cross cultural communication. Gender distinctions are built into language "since boys and girls grow up in what are essentially different cultures...talk between women and men is cross-cultural communication" Gendered Identities The communication patterns of males and females often differ, with males using a direct and forceful linguistic style while females use a more indirect and intimate linguistic style of interaction. Gendered identities learned in childhood Men → Status Women → Connections

Gendered organizations by Joan Acker

- Argued that organizations are gendered structures that display and breed patriarchal ideas - Assumes organizations have identities themselves 4 processes 1.) the social construction of division of labor, organizational positions based on gender 2.) social construction of artifacts that reinforce gender differences 3.) interactions between genders men go to happy hour after work, when women have to go pick up the kids from daycare 4.) how individuals engage in identities takeaways → identities can't be changed through individual choices or performances, it requires systematic change Theorists extended Acker's gendered organizations model to "raced" organizations and "classed" organizations Gendered, raced, and classed divisions in organizations facilitate and limit identities of employees and employers

4.) Products of social and popular narratives

- Broad social discourses shape gender identity and gendered org forms - Meanings we assign ourselves are influenced by society (books, TV shows, movies) Consumption and personal brand - Consumption: cultural practice through which individuals craft self Our consumptive choices regarding work (smartphones, tablets,laptops vehicles, dress) speak volumes about how we wish to show ourselves to family, friends and colleagues Personal brand: treat the self as an enterprise, an ongoing project and even a brand that can be managed Ex Steve Jobbs (black turtleneck and jeans - think of innovation) Competition of jobs increasing so personal brand increasing Problematic implications: work-life balance, role of women (supposed to maintain caretaker role, take care of physical appearance and work harder than males)

Peters and Waterman - practical

- Responds to manager's desire for practical advice and specific communication strategies for enhancing competitiveness and increasing employee satisfaction. - Peters and Waterman studied 62 financially successful companies and found 8 common characteristics of their cultures. 8 common characteristics of their culture 1.) a bias for action - facilitate quick decision-making and problem solving 2.) close relations to customers - learning from the people served by the business 3.) autonomy and entrepreneurship - fostering innovation and nurturing "Champion" 4.) productivity through people - treating rank and file employees as a source of quality 5.) Hands-on, value-driven - mgt philosophy that guides everyday pratice - mgt showing its commitment strong core values that are widely shared among employees and by an overall vision- a mgt philosophy that guides everyday practices 6.) stick to the knitting - stay with the business that you know - strictly focused on their source of product and service excellence 7.) simple form, lean staff - no complicated hierarchies and divisions of labor 8.) simultaneous loose-tight properties - encourage individual action and responsibility and yet remain strong core values; either centralized nor decentralized

1.a identity regulation by Alvesson and Wilmot

- Ways that members actively form, maintain, and resist the identities that have been defined for them by an organization Identity Regulation: Organizations "make" members identities, categorize individuals, values Help build particular members identities, privilege and self in workplace

Habermas - critical theory - manufactured consent

- challenges unfair use of power Manufactured consent Employees willingly adopt and enforce the legitimate power of the organization - Legitimate power → power over others associated with titles and authority --> Manufactured consent occurs when all of the employees of an organization willingly uphold the authority of an organization, society, or system of capitalism - System of rules can be blamed instead of individuals --> Allows leaders to avoid accountability and keep power Hidden Power → This consent makes it difficult for individuals to imagine alternatives to the system that has been accepted or adopted, because it becomes ingrained in the individual's mind Manufactured consent is more powerful because of the fact that it is not easily perceived, especially by those subjected to it

Jim Collins and Jerry Porras "Cult like" - practical

- cult like cultures, where every single employee in the company must adapt to a leader's vision and become cohesive and non-fragmented to survive - organizations' longevity can be sustained by a culture that preserves its core purpose and values while remaining open to change and opportunity in a dynamic world Characteristics 1.) fervently held ideology -> Cultlike cultures explicitly articulate their overriding goals and values and ensure that employee behavior is guided and consistent with the ideology. 2.) Indoctrination -> Cultism requires that organizations instill their core ideology through orientation programs, training, company newsletters and other publications, corporate songs, organization-specific language, and socialization by peers into the culture. 3.) Tightness of fit. -> Cultlike cultures employ an extensive screening process to ensure that those hired fit with the culture. They also have very clear norms of behavior. Those who fit with the culture are attracted to it and supportive of it; those who do not fit with the culture are penalized and are ejected like a virus 4.) Elitism -> Belonging, specialness, superiority, and secrecy are the hallmarks of cultlike cultures. Benefits - Effective and strong because ability to reproduce the core ideology of their members to see, feel, and internalize in very concrete, explicit, and purposeful ways. ex:PepsiCo, Hyatt, McDonalds, Microsoft, and Disney, with strong corporate cultures encourage a strong sense of commitment among their employees.

Deal and Kennedy - practical

- culture is the way things get done around her - business enhanced by developing strong culture Has 4 components 1.) Values - beliefs and vision (3M: Innovation, prudential: Stability 2.) heroes - exemplify values of the organization ex. Steve Jobs - innovation and market savvy 3.) rites/rituals - ceremonies to celebrate values (awards for new ideas, company picnic, ETMO - 4.) cultural network: institutionalize and reinforce values (newsletters, informal social interactions, etc.) critique - may require employees to give up freedoms in exchange or membership - may seem too controlling - strong cultures can become addictive, abusive and dysfunctional

Organizational Culture: Common Characteristics

1. Culture is seen as patterns of behavior and their interpretation and is formed and transformed mainly by the process of communication. 2. Everyday communication is as important as other, more notable symbolic expressions, i.e., logos, annual reports, and infrequent rituals. 3. In addition to words and actions, all types of non-verbal communication such as machines, artifacts, and work processes are studied. 4. Culture is considered a nexus of national, local, familial, and forces outside the organization, requiring broader patterns of interaction within society. 5. The legitimacy of multiple motives for studying culture, from improving corporate performance to overthrowing existing power structures, is acknowledged

Frederic Jablin Newcomer assimilation

1.) Anticipatory Socialization Vocational anticipatory socialization -From childhood to adolescence - General Knowledge about occupations and organizations Organizational anticipatory socialization - Before the first day of work - Expectations about the prospective job and organization 2.) Organizational Assimilation Newcomer's search for Information carries a sense of urgency - Have some difficulty performing their jobs and getting along with others until they reach a level of familiarity Potential sources of useful info - Official company messages - Coworkers and peers - Supervisors - Other organizational members including administrative Newcomers thus attempt to situate themselves in an unfamiliar organizational context, but to do so they must first learn a great deal about how existing members define the organization's culture During the transitional period of organizational assimilation, employees begin to differentiate between rules and norms that must be followed and those that can be ignored Feeling more comfortable they develop their voice, and behave in ways that both conform and transform the existing rules Weakness Not explaining the process it denotes Ignoring individual experiences

Summary of 7 identities defined by Alvesson

1.The variety of identities defines by Alvesson are always changing, responding to one's desire to assimilate or change. 2.Many embrace the ability to look and act the role, and this is valued in some industries but frowned upon in others. 3.This back and forth is a product of the work environment, organizational culture, and the individual's desires. The result is a balance of these three factors, and the efforts of each individual working and fitting together.

Guidelines for Team communication

1.) Balance Inquiry and Advocacy Inquiry- asking questions that challenge existing assumptions and beliefs about work Advocacy- stating opinions and taking action Neither one should control team's learning process by itself 2.) Bring Tacit Assumptions to Surface of Team Dialogue Live in a world of self-generating beliefs which remain largely untested Our beliefs appear to us as the truth Truth seems obvious to us Evidence for our beliefs limited to data we select from experience Team should learn to question these assumptions Reveals motivations behind our beliefs Discovers the role of these assumptions in development of beliefs and conclusions 3.)Become Aware of the Assumptions that Inform Conclusions Once assumptions have surfaced... Important for teams to reflect on how these beliefs give rise to interpretations Making these connections explicit makes them easier to change Aim is to make conclusions not based on assumptions that are unobservable and personalized In Conclusion... This is what makes the generation of new ideas challenging COUNTERACT these abstract influences on the thought process Can thereby promote creative thinking Dialogue very important to team learning Invitation Conversation Deliberation -> Discussion or Suspension All about creating the free flow of meaning Objective NOT to argue a point effectively All about BALANCING inquiry with advocacy in ways that contribute to knowledge of the team

These 9 strategies help build member identities, and define the self in the context of work, but organizational members are not necessarily willing to become exactly the person the organization wants

1.) Defining a person directly a.) Explicit reference made to distinguish a person from another - Ex: mid level manager vs. male mid level manager - the more precise the title is or how they seen by others there's less ambiguity of who they are 2.) Defining a person by defining others a.) A person (or a group) can be identified indirectly by reference to the characteristics of specific others Positive identities are created by contrasting a position with the positions of others Ex: hospice care provider vs. registered nurse 3.)Providing a specific category of motives a.) Organizations explain the motives that drive their ideal employees (encouraged to understand the meaning of their work ex. Intrinsically motivated vs. Pay motivated 4.) Offering specific morals and values a.) Values and stories with a strong morality operate to shift identity in a specific direction which can craft their identities at work b.) This involves the sorting and ranking of alternative moralities and defining oneself accordingly c.) These guiding values are then used to craft their identities at work ex. good police officer: wants to help others/give back to their community which are more morals and values 5.) Providing specific knowledge and skills a.) The construction of knowledge and skills are key resources for regulating identity in a corporate context as knowledge defines the knower: what one is capable of doing (or expected to be able to do) frames who one "is". Ex: doctors vs. managers 6.) Fostering group categorization and affiliation a.)Developing social categories to which the individual is ascribed. The dividing up of the social world into "us" and, by implication although more or less clearly pronounced, "them" creates or sustains social distinctions and boundaries 7.)Reinforcing hierarchal dynamics a.)Hierarchy in organizations is often formally based, but status distinctions between different communities and functions can also be central for the regulation of identities. 8/) Establishing distinct set of rules a.)Established ideas and norms about the natural way of doing things can have major implications for identity constructions b.) Implications of what a team player means within an organization 9.)Defining the environment a.) By describing a particular version of the conditions in which an organization operates, identity is shaped or reinterpreted - When an environment is described to be disliked by the organization, then the opposite description is what is desired ex. competitive environment - employees have to be adaptable

1.) b.) Identity work by Matts Alvesson - identified 7 images that help articulate how members respond to the organizations' efforts

1.) Self-doubter **Trying to cope with insecurity and uncertainty **Symbolic insecurity about one's lack of self respect, esteem or well-being. Material insecurity covering one's job and economic issues. Ex - potential corporate leaders 2.) Struggler **Dealing with contradictions and conflicts between views of the self and external demands Ex - dignified miners 3.) Surfer **Responding to a complex world of multiple discourses by creating fragmented and fluid identities **Gay-straight friendships at work; female leaders in technology groups 4.) Storyteller **Crafting a relatively coherent personal narrative of the self **Able to build a story of one's self that is coherent across a variety of situations. Attempting to create order and meaning in life. Ex - Caribbean immigrants 5.) Strategist **Producing a synthesis between individual "authenticity" and organizational adaption **Moves between the true self and the prefered organizational self. An active process of revising, and refining one's image ex.Indian cell center employees 6.)Stencil **Being shaped or "Drawn" by powerful dominant and disciplining discourses **Seen as a copy of the organizational needs, fixed in place by dominant discourse which leads to further duplication. Ex cookiecutter - that person who's trying to be the boss's favorite but is forcing it upon himself overcome with that idea that they need to be someone else ***Aging, unemployed workers 7.)Soldier **Embracing attractive social categories for social and organizational identification **Willingly embraces organizations preferred identity, emphasizes the desire to belong to something larger ex. Firefighters, soldiers

Schein's level of culture

1.) Surface Knowledge: Artifacts (easily discernable) - Physical Space, layout - Technological Output - Written & Spoken Language - Methods of Communication - Behavior of Group Members 2.) Daily Enactment: Values - Group members justify their actions and behaviors based - on their values and beliefs. -> conscious strategies, goals and philosophies 3.) Basic Underlying Assumptions - Assumptions determine how group members think, perceive, interpret, think, judge, and feel about things. -> core/essence of culture, largely at the unconscious level (hard to detect or see)

Critical theorists agree on these

1.) certain social structures/processes lead to imbalances of power like formal authority - these imbalances of power led to alienation and oppression for certain groups ROLE: explore and uncover imbalances and bring to attention of oppressed, which then makes emancipation possible (political action, resistance, awareness) 2.) management can: - Accept certain organizational players' inputs and ignore - others - Determine communication processes used to make decisions - Prescribe chain of command - who can talk to whom Believe: Organizations should create workplaces free of this domination

Employee engagement continued *** 12 dimensions

1.Know what's expected 2.Have materials needed to do job 3.Opportunity to do best every day 4.Weekly recognition for good work 5.Cared for as a person 6.Development encouraged 7.Opinions seem to count 8.Mission makes job important 9.Peers do quality work 10.Best friend at work 11.Progress discussed every 6 months 12.Opportunities to learn and grow every year

5 key changes for the nature of organizing

5 Key Changes for the Nature of Organizing: 1. Flatter organizational structures There are not as many levels, but more horizontal organizational charts 2. "customer-supplier" revolution Changing how customers and suppliers interact Used to be you would go to a local store and know the people, but now most of it is online (you don't have as much loyalty to that one place) 3. Changed traditional "top-down" models (communication and mgt) to team, group, & network models No hierarchy online at all, it is all networked 4. Demand: increased participation (info sharing, decision making) People are wanting to be more involved and have their voices heard, more participation wikileaks filled void of people being deprived of information 5. New models of collaboration: managers, workers Changing the way managers and workers communicate and collaborate Concepts related to Participation Workplace democracy Employee engagement

How to improve employee engagement

5 ways to improve employee engagement 1.Use the right employee engagement survey 2.Focus on engagement at the local and organizational level 3.Select the right managers 4.Coach managers and hold them accountable for their employee's engagement 5.Define engagement goals in realistic, everyday terms Her version:Employee engagement increased by: •Employer Communication that: -Demonstrates caring -Values employee contributions -Shows a clear connection between work done and company success

Edgar Schein - Interpretive - 6 Formal properties of organizational culture

6 formal propositions of organizational culture 1.) Pattern of Shared Basic Assumptions 2.)Assumptions are invented, discovered, or developed by a given group → we all come together and have different ideas about things 3.)The group learns to cope with its problems of external adaptation and internal integration 4.) Ways of how the group worked well are to be considered valid 5.) These ways can be taught to new members of the group 6.) Taught as the correct way to perceive, feel, and think in relation to the problems Concepts: Culture can't be managed, it emerges from symbolism Members create culture, not leaders Meaning created in dialogue Critique Different narrators tell different stories about the organization based on their own interest and values Inadequate exploration of power

Postmodern organizations: new models of collaboration

Alternatives to hierarchy Loosely coupled, fluid, adaptive, organic structures Maximum participation, decentralized decision-making Distributive power and renegotiated power relationships Aim to minimize constraints (rules) and maximize individuality and creativity No "One Best Way" Team-based Organizations Network Organizations

Pro- profit vs Pro- people

Amazon: not pro-people Horrible working conditions, more focused on efficiency than on the health of their employees Have to produce revenue, profits for their shareholders Costco: pro-people Always comes up as best companies to work for Revenue is high, their use of profits much more spent on their employees than amazon Provide health insurance, high average salary More positive because they are more worried about their employees than just revenue at any cost

Can we create better workplaces? - Postmodernism

Can we create better workplaces? Postmodernism: Rejects an objective reality Instead says that everything is a matter of interpretation and relative "truth" Challenges traditional approaches Sees communication as a constitutive process

Weber's types of social domination - critical * Domination can occur when someone coerces another through the use of force or threats * Domination can also happen in more subtle ways like when someone perceives that they have the right to impose their will on another person *** Weber was most interested in how these subtle ways of domination became normalized and turned into "socially acceptable power relations"

Charismatic Leader's power comes from their personality or qualities which leads their followers to view them as special Followers believe they are better than "normal people" Success based on leader Traditional When a leader's power is accepted because it is custom Ex: inherited rulership Concept relates to patriarchs and how they are the accepted leader of the family Rational-Legal Leader's power is legitimized through rules, regulations, and laws Ex: bureaucracy Accept authority because it follows historical and legal principles

Critical theory --> Feminism

Critical Theory → Feminism Concerns about: - Origins of inequality/ power relationships that devalue others - Oppression and exploitation in the workplace - Employee adaptation to male forms as norms

Joanne Martin - critical - need to consider all three perspectives on culture (integration, differentiation and fragmentation)

Culture has multiple meanings and truths that change with one's perspective 1.) Integration perspective- culture is consistent and clear, members agree about what to do and why; more of a monologue than a dialogue - favors those in power (ex: Military - no confusion of the culture here, very top down) everybody has to know all the parts of the organization to work =agreement 2.) Differentiation perspective - differences seen; subcultures co-exist in harmony, conflict or indifference; trouble with genuine dialogue (GW culture - lot of subcultures but not a lot of dialogue between them ) - Differences across subcultures - Cultural manifestations are inconsistent - With a consensus, there are limitations - Difference can coexist -Dialogue is impaired Summary: how conflict may be avoided, masked, or neglected 3.) Fragmentation - ambiguity is inevitable and pervasive and a part of dialogue; consensus and dispenses coexist in a constant pattern of change (Election with the Republican Party - constantly changing and different messes/disenses...not a lot of consensus among party factions) Everyone is confused all the time Clear consensus cannot be attained Certainty becomes ambiguity, contradiction Things get confusing people use dialogue to find answers

Concepts related to Participation ***Workplace democracy by Deetz Employee engagement

Democracy in the Workplace → Deetz, Multiple Stakeholder Model Organizations should be considered with the interests of individuals and groups rather than stakeholders and stockholders. Promotes greater voice and broader involvement in decision making by multiple stakeholders and stockholders 4 steps for increasing workplace democracy 1.) create a workplace in which every member thinks and acts like an owner 2.) reintegrate the management of work with the doing of work 3.) widely distribute quality information 4.) Allow social structure to grow from the bottom rather than be reinforced from the top

Panopticon - Jeremy Bentham -- 18th century philosopher surveillance system based on power systems called panopticon

Designed a surveillance system based upon power systems called the Panopticon An ideal prison that built surveillance into their design that consisted of a central core of guards and the prison cells surrounding them Inmates were constantly visible BUT they could not visibly see the guards, did not know whether they were being watched, only that there was a possibility that they were Guards could see 360 view, but the prisoners did not know guards were watching Panopticon Power System ***Assumed that power should be visible and unverifiable *Visible: the inmate will constantly have before his eyes the tall outline of the central tower from which he is spied upon. *Unverifiable: the inmate must never know whether he is being looked at at any one moment; but he must be sure that he may always be so" (Foucault, 1979). **Created a system of disciplinary power that was enforced by the internalized gaze of the guard watching their behavior. **The central feature of power was surveillance

Do organizations define us??

Do they define us?? - Who we are: position/job title defines their identity - fired/rehired : they never forgot being fired and shook their identity to the core (critical to how they defined oneself) - Women have other roles that are just as important as work (men mainly provider) - Sometimes organizations make us look the part and in a hidden way, we become more like that - Work ethic maybe robs us makes us believe it's ours as well Hidden assumptions that we see as neutral Ex women like vp of hr but male ceos Abnormal: women as head of operations

Postmodern organizations advantages: why are they successful dreams disadvantages: why do they fail nightmares

Dreams - Individuals are valued as ends and for their unique contributions; playfulness and quality of life are central. - Hierarchical controls are eschewed as inconsistent with shared power; emphasis is on egalitarian relationships. - Change is expected and celebrated; it is a source of renewal and creativity for organizational members. - Diversity is valued; everyone has a voice and all the voices are heard. Difference is sought after as a valued attribute. Diversity of all types- gender, age, ethnicity, and culture - abounds. Difference of opinion is expected, emotions are encouraged. - Leadership is diffuse and distributed among all those who seek it. Collaboration and consensus are put into practice and trust and confidence soar. All members help to construct and implement a vision into which diverse realities from inside and outside the organization are integrated. - Needs, instead of efficiency govern the choice of technology. Technological determinism is challenged as the idea that people serve technology. - Members have holistic and global views of the organization, the business, the social and physical environment. They are comfortable with the idea that the organization has multiple identities and yet represents a holistic entity of which they are an architect/designer. - Individuals experience a sense of fulfillment: Their work provides different challenges and allows them sufficient autonomy to reconcile them; personal life is enhanced by and enhances work life. Nightmares - Individuals are valued as means to serve organizational goals; team processes and group tyranny dominate. Unobtrusive controls substitute for bureaucratic controls; meanings negotiated within teams enforce conformity. - Constant change robs individuals of feelings of security and stability, producing alienation and frustration. - A cacophony of voices erupts as political correctness stymies open discussion and supplants purposeful work. - - - Contention is pervasive and members are on the defensive. - Noise dominates and individuals are frustrated at not being heard. - Leadership is absent or manipulative. Either no one is in charge, everyone feels abandoned, and there are no answers without experts; or leaders practice manipulative and subtle forms of seduction. Form dominates substance and deviant views are censored or co-opted. - New technologies are used to control. E-mail becomes a means of surveillance and home commuting a source of isolation and powerlessness. - Local meanings and multiple identities confuse members. The picture is so fragmented that they are unable to make sense of it. Incompatible images confuse, and different identities from different parts of the organization cannot communicate. - Individuals are torn apart: Their work life makes incompatible demands of them that they find difficult to reconcile, and their personal life intrudes uncomfortably into their work.

Concepts related to Participation Workplace democracy by Deetz ****Employee engagement - gallup organization

Employee engagement is the emotional commitment the employee has to the organization and its goals Three Types Engaged Employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward 2. Not engaged Employees are essentially "checked out." They're sleepwalking through their workday, putting time - but not energy or passion- into their work Difficult to spot not hostile or disruptive but just do enough to do their work 3. Actively disengaged Employees aren't just unhappy at work; they're busy acting out their unhappiness. Everyday, these workers undermine what their engaged coworkers accomplish Why is it important? Employee engagement drives growth Engaged employees want their organizations to succeed because they feel connected emotionally Engaged employees are most productive and efficient workers Drives organizational effectiveness Reflects employees who are fully involved in & enthusiastic about their work 4 dimensions of employee engagement 1.) How can we grow? Continuous growth including promotions, salary, rewards, recognition. New challenges and opportunities to learn and keep them motivated towards their work life 2.) Do I belong? Social association My opinion count' gives them satisfaction and motivates them to put their best to meet organizational goals 3.) What do I give? Do what I do best everyday Encourages development Supervisor or someone at work cares 4.) What do I get? Basic compensation, benefits, equipment, organizational culture and working environment What is expected of me at work

Organizational Sensemaking

Enactment (This is the first action taken. For example, Facebook listened to the complaints of the users. The company had to at least recognize and respond to the complaints.) - Pattern of Shared Basic Assumptions - Assumptions are invented, discovered, or developed by a given group → we all come together and have different ideas about things Selection: (An organization goes to the next step, selection, in an effort to solve the problem. In crisis situations, "organizations are usually forced to offer explanations of cause, blame, and responsibility...that will cause the least legal and economical liability," (p. 23).) - The group learns to cope with its problems of external adaptation and internal integration - Ways of how the group worked well are to be considered valid Retention:( Previously used methods that prove successful become part of the organization and are reused when another incident occurs.) - These ways can be taught to new members of the group - Taught as the correct way to perceive, feel, and think in relation to the problems

Early feminist literature gender and race gap glass escalator effect

Key in Early Feminist Literature: Work/Life Conflict Influence of Personal life (responsibilities and aspirations) on experiences at work Influence of Work on life away from work (home, leisure, family) Influence of Social constructions of gender & private sphere/domestic duties (child care, chores) Gender and Race Gap Marginalization - wage bias, access, mobility inequities, leadership style issues Labyrinth or glass ceiling? Labyrinth: not just glass ceiling that you can't get to the top. The problem is that every step to the top is a convoluted dead end that you have to fight against Glass Escalator Effect Men in female-dominated careers, e.g. teaching and nursing, often rise higher and faster than women in male-dominated fields. because of our assumptions and socialization

Mumby's four functions of ideology

Four Functions of ideology 1.) Ideology represents sectional interests to be universal - Interests of the manager appear to be the interests of all organizational members 2..) Ideology denies system contradiction - System contradictions are inherent in capitalist organizational life - at work we don't obey the democratic law of - "one person, one vote"; instead we operate under the assumption that "a few vote for everyone else" 3.) Ideology naturalizes the represent though reification - Reification refers to the process whereby socially constructed meanings come to be perceived and experienced as real, objective, and fixed, such that members "forget" their participation in the construction of those meanings 4.) Ideology function as a form of control - Ideology furthers the control of dominant groups

2.) fixed aspects of self

Gender identities - products of biological or socialized differences - lead to different communication styles and organizational behaviors Our differences are biologically or socially implemented lead us to communicate and behave differently in organizations John Gray: Men are from Mars, Women are from Venus Deborah Tannen: You just don't Understand: Women and Men in Conversation

Problems With Teams: Groupthink: Irving Janis (1972)

Group makes faulty decisions Group pressures lead to a deterioration of "mental efficiency, reality testing, and moral judgment" Group ignores alternatives, tends to take irrational actions Group is vulnerable when members are similar, group is insulated from outside opinions, and have no clear rules for decision making.

Critical approaches - active vs passive approach - prescriptive

Guidelines Specifically looks at issues of power and domination associated with the development, maintenance, or transformation of a particular culture. Concepts - Culture is composed of ongoing dialogues that are variously complicit (participants accept or go along with the dominant interpretation or meaning) and engaged (participants challenge the dominant interpretation with an alternative explanation) - culture is a site of multiple meanings and organizational truths that change with one's perspective - Integration perspective: culture is consistent and clear; members agree about what to do and why; little ambiguity - Differentiation perspective: shows differences and asserts that cultural manifestations can be inconsistent with one another; subcultures may coexist in harmony, conflict, or indifference; org cultures are political domains that have trouble with genuine dialogue - Fragmentation perspective: ambiguity is inevitable and pervasive and is a necessary component of dialogue; consensus and dissensus coexist in a constant pattern of change

Practical view - prescriptive approach ( what to do and how it should be done)

Guiding principles Culture is an organizational feature that can be leveraged by managers to create more effective organizations Culture is purposeful, can be strong, and is a rational instrument designed by top management to shape the behavior of employees in purposive ways Concepts relationships can be created between cultural elements (stories, rituals) and organizational outcomes (org commitment) - Deal and Kennedy, Peters and Waterman - Companies with strong cultures can be highly profitable - Leaders help employees understand and work according to organization's vision and values Critique: -May require employees to give up freedoms in exchange for membership; May seem too controlling (Theory X), strong cultures can become addictive cultures, or abusive and dysfunctional

Identity and Difference as...

Identity and Difference as... 1.) Organizational Practices and Performances - Identity regulation - Identity work 2.) Fixed aspects of the self 3.) Organizational features that influence members - Gendered organizations 4.) Products of social and popular narratives

Liberal vs Radical vs Postmodern Feminists

Liberal vs. Radical vs. Postmodern Feminists Liberal Prime focus: equal opportunity Changing government Changing company policies Level the playing field for women in organizations Radical Prime focus: M/F division in society, women forced into oppressive gender roles Dismantle oppressive organizations Replace with feminist inspired, non-hierarchal structures Post-Modern Prime focus: diversity Multiple truths, roles, realities Reject an essential nature of woman

2.) Fixed aspects of the self

Identity and differences as fixed aspects of the self Our identities are in many ways determined for us, whether by nature or by the ways we have been nurtured. This approach to identity has deep historical roots The assumption that men's and women's communication styles are fundamentally different has implications for the ways that men and women negotiate their work and personal lives Women: more nurturing and relationally focused Women have often assumed greater responsibility for domestic labor, even when they work as much as their partner Labeled as second shift: significant labor that women perform in the private sphere for which they receive little compensation or gratitude This approach to identity as fixed, also provides a useful base for the discussion of race and difference in organizations Have to deal with stereotyping Seen as different in organizational contexts, their communication strategies were often designed to help them succeed in the workplaces that are based on european american expectations and communication norms Black women as double outsiders Identity and differences as organizational features that influence members Assumes that organizations themselves have identities Grounded in feminist theorizing Feminist scholars have argued that organizations themselves are gendered Joan Acker argues that far from being neutral backdrops, organizations are themselves gendered structures that reflect and reproduce patriarchy or the system privileging of masculinity Gendered organization: one in which advantage and disadvantage, exploitation and control, action and emotion, meaning and identity, are patterned through and in terms of a distinction between male and female, masculine and feminine Emerges out of at least four processes Social construction of divisions of labor, positions, types of work along gendered lines Types of work men and women do often differ Social construction of symbols and images that reinforce gender divisions The mundane communication interactions between men and women, men and men and women and women These interactions often reproduce gender divisions in ways that reinforce men's more powerful position The ways in which individual actors often take up identities that reinforce the three processes described above. Career choices, style of dress, interaction patterns, and everyday performances result in gendered identities The gendered, raced and classed character of organizations sometimes enables and often constrains the identities that employees and employers perform in their daily organizational activities

Ideology and hegemony

Ideology (weltanschauung): a system of ideas that serves as the basis of a political or economic theory; often unexamined assumptions about how things are or ought to be Hegemony: hidden power of society that is all-encompassing, often so covert that it is not recognized by whose who are most controlled by it --> process in which a dominant group leads another group to accept subordination as the norm

Organizations as domination

Individuals or groups impose their will on the masses - Weber's types of social domination - Ideology and Hegemony - Manufactured consent - Centrality of power - Hidden Power of Knowledge - Centrality of the corporate institution

**Metaphor for the workplace

Metaphor for The Work Place More often, workers are subject to systems that present the possibility of surveillance "Call will be monitored for quality" is a modern metaphor Workers behave as if they are being monitored Workers will correct, modify, and discipline themselves for the organization

Network Organizations

Multiple points of information and networks of understanding and perceiving that exist in between those connections. Collection of individuals who are connected by their emergent patterns of interaction ex Starfish

3.) Organizational features that influence members: gendered organizations

Organizations are not neutral - they are gendered structures that reflect and reproduce patriarchy (privileging of masculinity) Based on assumption that organizations have identities themselves Organization = an agent that produces and is produced from gendered communication Gendered Organization = "One in which advantage and disadvantage, exploitation and control, action and emotion, meaning and identity, are patterned through and in terms of a distinction between male and female, masculine and feminine."

Role of theorist - Passive vs Active

Passive (how it should be done) Classical (unitary), Human relations, human resources (unitary, but not as strong): Find effective techniques for organizing Systems (Pluralist): (giving us a description) Understand/explain organizational phenomena, esp. causal relationships (objective) Cultural (Pluralist): Understand/explain organizational phenomena, esp. insider understanding of organization (subjective) Role of Theorist: Critical Approaches Active/RADICAL → to do something with the theory, and not just see what is happening Frame of reference: Radical Consider organizations as sites of domination and we need to do something about it Theorist is active rather than passive Theory is a force that can: Emancipate individuals from dominant organizational forces Consider how employees can resist organizational dominance

Postmodern notions

Postmodern Notions - Theories/Approaches about knowledge-not a single theory - Question beliefs of modernism (present is superior to past) - Dissatisfaction and unease with modern society (authority of church, government, rigorous objective inquiry - single interpretations) - Multiple interpretations and meanings of reality exist and are not "out there" to be discovered but are created by the language we use and power relations - There is no one single reality - only multiple realities - No version of reality is privileged over another

Are postmodern organizations the answer

Postmodernism What is it? "All that is solid, melts into air" A lot of processes, ideas, and solid things disappear The way we think about the world is always changing

Power of ideology

Power of ideology Power in government and politics Power is in its ability to structure thought and interpretations of reality Difficult to spot; use is not overt Operates beneath our awareness Determines how we construct our social reality Often unexamined assumptions about how things are or ought to be Suspends critical thinking

Male Vs Female

Report Talk (Agental) (men) Demonstrations of knowledge, skill & ability Instrumentality Conversational command Direct & assertive expressions Abstract terms over personal experience Rapport Talk (Communal) (women) Demonstrations of equality through matching experiences Support & responsiveness Conversational maintenance Tentativeness Personal, concrete details Communication styles Women seek human connection: Friendships Intimacy Communion True solidarity Men are concerned with status: Independence Hierarchy Competitive accomplishment Achievement Women's seemingly tentative speech initially assumed to be ill-suited to: hard-driving demands of organizational life management forming networks moving up the career ladder Men seemed more suited to leadership because of their assertiveness to go after things Female communication style Tentative Self-deprecating Inclusive Less likely to ask for things or negotiate for self Organizations as networks of relationship Leadership: center vs. top Value narratives Resembles new leadership paradigms

Centrality of Power - French and Raven - critical

Reward - able to reward (employee getting a bonus) Coercive - able to punish (parents ground you) Legitimate - has formal power (professor and his/her students) Expert - has skill & knowledge (lawyer) Referent - is liked and looked up to (celebrities)

Similarities between postmodern organizations

Similarities Evolution of a work ethic that believes in doing more with less, values family over workplaces, people over profits, values ecological awareness Bias against unnecessary structure - use less formal organizational structures to get jobs done Shifts to team-based interdisciplinary collaboration with fewer boundaries Problem of integration and coordination

Successful, empowered teams

Successful, Empowered Teams Katzenbach and Smith defined a team as a: Small number of people (5-9) with.. Diverse, complementary skills who are Committed to a Common Purpose, Performance Goals, and Common approaches for which they have Mutual accountability **

Team based organization

Team Based Organization One that has restructured itself around interdependent groups, not individuals For improving work processes Providing better products and services to customers Relies on effective teamwork Teamwork vs Team-Based Teamwork means simply working together Team-Based: Every employee has valuable knowledge that when shared helps the 'whole" Teams are mostly cross-functional & interdependent All employees, not just managers, make decisions about work tasks Employees are knowledge dedicated to productive collaboration

Factors in Team Success

Teams must be trained in group decision-making Teams are only as good as their members - need careful selection Teams must have assignments that involve significant challenges and affect many others Members have different expertise and experiences - all members do not contribute equally Teams need strong leadership support and empowerment

** The technological panopticon

The Technological Panopticon - Technology allows for the monitoring of employees - Dependence on cell phones and laptops make it difficult to create boundaries between personal and work - Knowledge Management Systems monitor employee contributions - More than 80% of workplaces use employee surveillance Ethical dimensions of Technological Panopticon Model developed by Steve Corman (2001) proposed two ethical dimensions and transparency-opacity dimensions: A Model of Knowledge Management look on page 172

The hidden power of cultures

We are controlled by culture and culture dominates us! - Assumptions of superiority, good or bad, right or wrong - Ethnocentrism - own culture or religion as the right one - Assumptions of universality

In thinking about identity & oppression in the workplace, critical theorists agree:

We need to: - Create workplaces that are free of domination - Challenge traditional approaches - Communicate as a constitutive process and make no assumptions about meaning already existing

cycles of culture

birth: the nonbureaucratic stage, the stage in which the organization is created midlife:a period of growth evolving into stability when the organization becomes bureaucratic - more stuructes, ideas developed and start having subcultures (offshoots developing) organizational maturity: A stage when the organization becomes very bureaucratic, large, and mechanistic. Aldo the third stage in the product life cycle; period in which the product starts to fall out of favor, and sales and profits fall off - innovation is low and main goal is preserving the past

BMW as an example of a postmodern organization

challenges our notion of what a car company should be about Some components of BMW's Postmodern culture •Less hierarchical architecture •Multicultural workforce •Commitment to more participative communication •Workers encouraged to build ties across divisions to speed change •Speed, organizational agility increasingly vital to auto industry •Gone is era of 10-year model cycle •Drive for innovation •Embrace lack of organizational clarity •Lateral nimbleness critical in fast-moving auto and technology industries

glass ceiling vs labyrinth

glass ceiling: those artificial barriers based on attitudinal or organisational bias that prevent qualified individuals from advancing upward in their organisation into management-level positions". Labyrinth:A more apt metaphor, she says, is a "labyrinth" because it better hints at the range of challenges women face throughout their careers: asserting themselves in often male-dominated office settings, managing work and home obligations should they decide to have children, and networking in a world that's often seen as an old boys' club. •Inability to embody the "ideal" worker leads to control and exclusion (women can't fit that mold)

Interpretive view - culture rises from bottom up DESCRIPTIVE (describes what actually happens and how things are and not how they should be) culture - emergent - complicated - not unitary (NO HOMOGOUS CULTURE) - and often ambiguos IT IS NOT A THING THAT CAN OR SHOULD BE MANAGED IT IS SENSEMAKING IN AN ORGANIZATION

guidelines Culture is a process that is socially constructed in everyday communicative behaviors among all members of the organization concepts Culture cannot be managed, it emerges from symbolism or discourse -Leaders don't create cultures, members do - Meaning is created in dialogue, stories, and narratives - Schein - Critique: Different narrators tell different stories about the organization, based on their own interests and values; Little agreement on how to define symbolism. Inadequate exploration of power dimensions or change initiatives

culture

meaningful order of persons and things revealed through a groups symbol - by what they say, do regularly and the things they choose to display - symbols can be anything like cubicles, parking lots, treasured accomplishment,..

How do we know a culture

metaphors: figures of speech that define an unfamiliar experience in terms of another, more familiar one - and stories : to say commonplace surface level forms of communication that contain implicit, hidden, and taken for granted ideological assumptions that reside a deep structure level of power rituals: dramatize a culture's basic values and can range in scope from personal, day-to-day routines for accomplishing tasks to annual organization-wide celebrations of top performers and public meetings stories: important because stories convey meaning - what and whom the culture values, how things are to be done, the consequences for cultural compliance or deviation and the role and meaning of leadership in the organization artifacts: or the tangible and physical features of an organization, contribute to its culture like office decor, spatial arrangements, corporate art, dress codes are markers of culture heroes and heroines: are members of an organization who are held up as role models. They embody cultural values performances values : members often engage in dynamic, ongoing, and creative communication behaviors as they construct cultures Center on rituals, passion and, sociality (org etiquette), politics, socialization of new members, and identity

organizational culture

the actions, ways of thinking, practices, stories and artifacts that characterize a particular environment

Zappos - team based org

•Holacracy•Leaders are not appointed from above, but rather are elected from within their own team. -No job titles -No traditional bosses -No corporate hierarchy -Self-governed circles (teams) •Slow progress •3 month severance possible Getting over previous culture Confusion and redundancy

W. L. Gore & Associates

•Started by Bill and Vieve Gore in 1958 as an electronics company in their garage •Conceived as an experiment in management innovation •Products now range from medical devices to guitar strings •Bill Gore "hated policy manuals and bureaucratic ways of telling the organization what to do" •Known for hands-on innovation •Named to FORTUNE's list of "100 Best Companies to Work For" for 13 consecutive years W. L. Gore & Associates •Belief in the individual •Organization around small teams •No traditional org charts •No chain of command •No predetermined channels of communication •No formal job titles (associates are owners and equals) •Compensation/promotions determined by a group of peers who rank each other's performance •Manufacturing plants no larger than 250 employees to promote intimate communication and teamwork Leaders job at Gore:Kelly •Act as the representative of the 10-or-so member team that is the basic management unit rather than make individual decisions •Leaders are not appointed from above, but rather are elected from within their own team.