9.5 Different context of Change

"Scientific management focused on changes that would create efficient routines (p. 317)." My current job is perfect to illustrate this passage of the textbook. As a subdivision of Human Resources, my department is responsible for processing transactions - such as hires, separations, position creates, promotions, leave of absence, return of leave of absence, among others.

The Personnel Data Maintainers (PDMs) are the ones who handle these requests. So for every request we receive from our internal clients - managers and supervisors, we must follow a checklist to process them following what one once established as correct.

One of the negative aspects of blindly following these checklists is that they are rarely updated. Then, whoever is brand new to the PDM position can not perceive whether the information is updated or not. But they still want us to follow the checklist as if it was our bible.

The problem here is that sometimes what is considered efficient to one might not mean the same to another individual. While I understand that some standardization/routine is necessary to bring order to the organizations, I also believe in creative solutions. Clearly change is not so welcome in this department. In other words, it is what Frederick Taylor implied in his theory of systematically documenting inefficiencies: “change per se is not good".

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9.4 The Ambiguity of Multiple Meanings

“Change is the process by which alteration occurs in the structure and function of a social system” (p. 315).
Recently some contractors were hired by the company I work for. From this point on, they will be granted benefits, access to Internet, and all additional benefits full time employees have at this company. So I would say name it change.
“We also use change to refer to a solution. The implication of planned change in organizations, along with related ideas such as organizational development and continuous improvement, is that we can control change” (p. 315).
To minimize the number of work related accidents, my company decided to promote a “safety moment” prior to every single meeting. By doing so, they believe they can make people cognizant of the importance of working in a safe environment.
“At other times, however, people talk about change as if it were something over which we have no control, as if it were something that happens to us” (p. 315).
For this scenario, I would mention the contractors who have not been hired by this company. Talking with some of them, they said that although they did their best during the interview, it was up to managers to make the final decision. So the fact they were not get the position this time was something totally out of their control.

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9.3 Individual or Group Sources

“Conflict also occurs when people perceive that valued relationships or identities are threatened” (p. 285). This passage of the textbook motivates me to talk about one of the companies I worked for in 2007. Right now this company is facing hard times due to the economic crisis in the US, and it will potentially “close the doors” this year. Talking to a former co-worker she described the current scenario to me:

a) Employees do not respect their leaders;
b) The meetings are not productive because employees interrupt the speaker all the time;
c) Employees do not quite say what they are thinking;
d) Employees have no personal tone in their voices anymore;
e) Employees rarely agreed about anything.

Clearly this challenging moment that this company is going through has threaten relationships and identities. Hence, employees have minimum tolerance with all disconfirming messages they have been provided with.

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9.2 Managing conflict effectively

Listening is indeed something human beings do not know how to do effectively, because people tend to speak more than listen. This passage of the textbook reminds me of my grandmother asking me if I knew why humans have one mouth and two ears. As a child, I gave her the right answer: probably because we are supposed to listen more than talk.

But when it comes to practical situations, we tend to speak abundantly, and listen poorly. On page 281 of the textbook the authors defend that “a key skill for people in conflict is empathic listening – trying to understand the other party’s accounts and their reasons for seeing the situation differently.”

Having had the opportunity to work in diverse environments I realize that it is really challenging to listen when the other part presents his or her truths. In my view, managing conflict with other people requires first of all the willingness to listen to what the other part has to say, without becoming defensive right away.

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9.1 Box 10.2 - Attribution Principles in Conflict Communication

On page 278 of the textbook the author alerts that the elements distinctiveness, consistency, and consensus should be taken in consideration before drawing conclusions about determined situation. However, people not always seek these three elements before coming to their own conclusions. In the situation illustrated on box 10.2, Marie suggests that “the women feel excluded from certain activities and processes, both at work and outside of work.”

In order to identify these three elements, first, we would need to know if the actor (Marie) always has attitude with the entity (John). This is called distinctiveness. Marie believes that none of the other guys excluded women at work before John’s arrival; second, it is important to know how often Marie has this behavior with John. This is called consistency. Women have been excluded at work and outside work for the last six months; and finally, we would need to know if everyone acts rudely with Marie. This is called consensus. Apparently Marie feels that the other men in the group only exclude women because John encourages them to do so.

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8.5 Electronic Monitoring in the Workplace

From the perspective of the employees, technology enables to accomplish goals in an efficient manner. For instance, videoconference systems connect employees who are oversea; email helps employees to communicate faster with almost all levels of the organization. In addition to that, because employees tend to spend more time at work then with their families, sometimes they use technology to resolve personal issues, such as pay bills, communicate with their family and friends, etc.

From the perspective of the organizations, in addition to all the benefits cited above, technology also enables to monitor employees, and assure certain order within the companies. According to page 265 of the textbook “electronic monitoring of employees’ work behavior is becoming more common in many sectors, and it takes several different forms.” Where I work, for instance, people only can have access to the building using a Smart Badge. Managers and Team Leads can control how many times employees enter or leave the building in one day. In addition to being a security measure, this is also a way to monitor employees.

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8.4 The “Who” of Power

I will talk about the Presidential Campaign in the United States. During the presidential debate last night, the Republican candidate, John McCain defended himself using this phrase: “I am not George Bush!” Although he has been one of Bush’s #1 supporters, he realized that it is too bad for him if people associate him with Bush. With the financial crisis going on, not only American people, but individuals from all over the world see clearly that if Bush hadn’t spent so much money in the war, this financial crisis would not be going on right now.

Although it seems too late to realize that his affiliation with Bush impacts negatively his campaign, McCain tried to convince people that “he has nothing to do with Bush”. People, on the other hand, see that Bush, as maximum authority had enough power to avoid this crisis. And he simply did not. Page 245 of the textbook illustrates that “In certain organizational structures you know exactly who to blame. These people are visible; they are public; and they may have absolute control. To be able to point to someone or some group who is in charge is comforting in a way because you know where the power is coming from and exactly how it’s being exercised.” So by pointing all the fingers to Bush’s direction people somehow feel better. At least people know that this chaotic economic situation in the US, which is impacting many other countries, was originated by wrong decisions made by the current president of the United States.

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8.3 Encountering Power

I remember having criticized my parents for behaving in certain ways when I was younger. Whenever I asked for their permission to go out with my friends, they used to go over a long questionnaire before agreeing or disagreeing on letting me go out. In my view there was no need for so many questions, so many concerns. As funny as it can be, I tend to reproduce this same behavior with my young brothers with the pass of years. And of course my brothers complained a lot as well.

Based on the example I provided above, I am not quite sure about what exactly shaped my parents’ view on certain things, but I certainly know that many of my attitudes came from them. Consequently, I agree with the statement on page 245: “you might be able to identify key moments, turning points, or memorable messages that led to the development of certain attitudes, but you might not be able to pin down the source of other beliefs.”

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8.2 Teams versus Groups

Before reading chapter 8 of the textbook I believed that team and group was synonymous, but apparently they are not. On page 225 of the textbook there is a clear distinction between both. While “team has been defined as a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach, for which they hold themselves accountable; “group, on the other hand, is simply a collection of people with something in common: six people waiting at a bus stop can be considered a group, but certainly not a team.”

Applying both concepts in real life is not so simple, though. For instance, when a student decides to join someone else to develop a school project, I would assume that this partnership would be considered team. However, students not always have the same level of commitment along the project. So this partnership appears to be called group, instead.

Another scenario would be at work. Companies insist on using the word “team” when referring to their employees, we often see groups of employees. Although employees have certain standard qualifications – such as professional background, they not always commit to the projects at the same level. Hence, in my understanding, team and group are two buzz words which have been widely used, however without appropriate criteria.

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8.1 Self directed work teams

Nowadays companies expect that employees are able to do multiple things at the same time. In addition to that, whenever one employee is on vacation, on leave of absence, or even decides to leave the company, the remaining employees need to assume additional responsibilities in order to keep high production. Clearly there is no such thing as hiring an individual to perform one unique task.

On page 222 of the textbook it is implied that “when a team member is absent, no replacement workers are provided. The team is expected to continue a high level of performance by adapting procedures to compensate for the missing member.” Companies focus on results, and they pressure employees to keep high level of performance, even though other members of the team are missing. In other words, the show must go on.

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7.5 Box 7.7 - Life-Cycle Model of Leadership

This topic reminds me of the time when I was teaching my little brother how to read and how to write. My general strategy was to teach him the same way my parents taught me. In other words, I provided supervision and encouragement along his learning cycle.

Because reading and writing was initially very unfamiliar to my little brother, he needed direction when he started going to school. Many times I had to hold his hands so that he could put letters together; and other times I had to whisper the beginning or the end of a word so that he could figure what the word was.

With the pass of time he started feeling more comfortable and confident. So my guidance was not required at all times anymore. During this second phase of his writing and reading process, words of encouragement were more important than direct supervision.

Hersey and Blanchard defends that “the best style depends on many situational variables, they claim the best usable guide is the match between the leader’s style and the follower’s task maturity level – the person’s ability and motivation to complete a task independently.”

I absolutely relate this experience to leadership. Somehow my brother saw on me the one who helped him to accomplish something big, by establishing direction, motivating, and inspiring him to believe that he could learn those skills. And he did learned how to write and read very well and extremely fast.

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7.4 What is Leadership, anyway?

Among all descriptions of leadership provided on chapter 7 of the textbook, to me, the one that best defines it in an organizational context is: “a process of producing change through establishing direction and aligning, motivating, and inspiring people”.

Influencing others to follow new directions is a challenging thing to accomplish. Some people are so used to doing the same things, and whenever it is time to make changes, they refute new ideas proposed by their leaders. Without mentioning that motivating people can be very exhaustive, especially when companies are facing financial crisis.

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7.3 Organizational Relationships

On page 155 of the textbook the author says that “a trend toward being customer responsive is what marketing professionals call customer relationship marketing and relationship selling.” My husband and I bought a Dell laptop a month ago. Yesterday afternoon one of Dell’s marketing professionals called to check how happy we are with our new purchase, and if there is anything they can do to make us even happier with our purchase. This scenario exemplifies the concepts customer relationship marketing and relationship selling.

Dell has been acting strategically to establish some relationship with us. Consequently, whenever it is time to purchase a new computer, this brand will automatically comes to our minds, and we will buy with them again. Also, whenever family and friends ask our opinion about the best for computer and other technologies, we will recommend that they can no go wrong with Dell.

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7.2 Relational Interaction

This topic strongly inspires me to write about the second Presidential Debate, which was exhibited tonight. In my view, this debate between the Democrat Barack Obama and the Republican John McCain can be a perfect example for the three types of communication goals illustrated on page 144 of the textbook.

Clearly both presidential candidates had multiple goals on the messages they communicated. First, the instrumental/task goal was to persuade American citizens that they have the best plans for America; second, the identical goal was to sell a good self-image, and simultaneously sell a negative image of the opponent. McCain’s abundant use of the word “my friends” indicated his efforts to create a bond with Americans; third, relationship goal was to establish relationship with potential voters, by shaking guests’ hands at the end of the debate. Indeed human beings always have multiple goals when communicating.

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7.1 Workplace Relationships

7.1 Workplace Relationships (10/7/08 at 9:10 p.m.)
I absolutely agree that “many of the relationships we form do have a substantial impact on our careers”. When I think about all companies I have worked for throughout my career, I can numerate how many people have impacted my career. Although I do have my own opinion about many things, I realize that many of my beliefs have changed due to someone’s influence.

I believe I have already mentioned about someone I consider my counselor, whose name is Carlos. He was my manager for four years. His excellent communication skills and leadership impacted my life tremendously. He trained me on how to conduct my presentations at work and at school. He also showed me, through his example, what is required to be considered a leader.

Whenever I encounter some challenging situation – either at work or at school I refer to Carlos. I indeed admire him as a professional, and I try to carry myself the same way he does.

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6.5 Organizational Identification

The following citation - extracted from page 112 of the textbook can be misleading, if all aspects of a situation are not taken in consideration: “Identification with an employer is apparent in behavior that communicates loyalty to the organization, its values, and policies.”

One experience I had at my former job – in the Retail Industry can be used to talk about Organizational Identification. By the time this fact happened, I had been with the company for almost two years. My manager set up a meeting with me to discuss the company dress code.
But it does not end here. According to her, some employees brought to her attention that I was deviating from the “norm” because they often saw me wearing branded clothes produced by other Retail companies. Consequently, they understood that I was not bonded to the company.

Of course I became defensive right away! There was not a dress code policy stating that I could not wear other branded products at work. In addition to that, as a contractor, I did not have the bonus they usually gave to full time employees so that they could buy clothes which “fit” into the category they established as “standard”.

I let very clear that I could possibly have avoided this situation if there was any documentation – such as a formal dress code in this regarding. Few months latter they announced that the company had a dress code policy so that everyone – employees and contractors could rely on. I feel really proud of my initial resistance to my manager’s feedback. If I hadn’t spoken up, I seriously doubt that they would have a dress code.

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6.4 Organizational Identity

It took me a while to figure out where I would like to pursue my Masters Program. Because this is such an important decision, I wanted to make sure that whichever institution I decided to go, this institution’s standards should be aligned with my educational requirements.

Overall I was seeking a university which had a challenging academic curriculum and talented professors; and I was also searching for a university which had a diverse student body. After comparing the four institutions I applied for, I decided to go to San Jose State University due to its level of distinction and stability as an educational institution.

The remaining universities had many aspects in common with SJSU, though. After reading this passage of the book I realize that it makes all sense, given that people usually set similar requirements when searching for the institution where they want to advance their academic lives. As it is stated on page 108 of the textbook, “when we think about organizational uniqueness, we realize that this notion refers to differences between and among organizations – a fact that reminds us how dependent an identity is on its surroundings.”

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6.3 “Soccer” & Culture

After reading box 4.5 on page 90 of the textbook, it was impossible not to think about the sport of my heart: soccer. Brazilian soccer definitely fits into the categories business, community, and drama. In Brazil the culture of soccer is as strong as religion. Some would risk to say that “it is a religion” for the most obsessed about the famous Brazilian soccer players – old and new ones, such as Pelé – the Soccer King, Mané Garrincha, Ronaldo – The Phenomenon, Ronaldinho, Robinho, Roberto Carlos, Cafú, and many others.

Soccer is a business in the sense that brings financial profits to Brazil. “Exhibits features of industrial production, including standardization of procedures, highly specialized roles, a hierarchy, and reliance on technology”; soccer is a community in the sense that brings people together to see the games. “It is a place where groups of people could come together to play, celebrate, work, interact, develop interpersonal relationships, and in a sense, engage in symbolic worship;” and finally, soccer is drama/theatre in the sense that it is indeed an exhibition of performances. “...it is not merely a game, but an entire entertainment experience. In this sense, the game becomes a play, the spectators an audience, and employees stagehands.”

The culture of soccer is so strong in Brazil, which contributed to its popularity all over the world. Brazilian soccer players “do their job” having so much fun! They show the real beauty of this sport, and involve people into their show. So I would definitely agree with the claim that the culture of soccer “perpetuates society, by way of teaching participants important social values about teamwork, achievement, success, and family.”

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