What did you think about the blog assignment? Should I keep it, modify it, or get rid of it? Did you like writing papers in this format rather than the traditional way? Anything you would change, expand or reduce about the class?
I really enjoyed the blog assignment this semester in Organizational Communication. I thought that it was a more casual way to approach the class. For me it was easier to write the assignments without rigid guidelines and topics. The format of the questions made it more about expressing and applying what I have learned rather then restating it out of the textbook.
For future semesters, I would recommend keeping the blog because this was the first time I had ever been forced to work with Blogger. I learned a lot about posting on blogger and how to use other people’s sites as sources for additional information. I would modify some of the expectations though. For example, in my opinion, having an RSS feed is unnecessary for this type of site. If students are simply using it for a class, like we were, then there are probably not enough visitors to make having an RSS feed useful. However, this is a minor detail in the assignment. Overall, I the blog was a fun way to write the papers rather then turning them in following the traditional format.
For the class as a whole, I would change the structure of the classroom discussion. When everyone talked about various topics and points of interest, it was hard for me to always follow what was going on. The way I learn the best is through a bit more structure of the main points. However, it was interesting to hear what other people viewed as important points from the readings as compared to what I thought was important. The amount of readings and the blog questions were always very reasonable and neither overwhelming or too easy.
Overall, I really enjoyed Organizational Communication and the blog assignment throughout the semester. As I mentioned before, I would suggest keeping the blogs and changing only a few parts of the class including the discussion structure and the blog expectations. I hope to use some of the information I learned this semester as I begin working on my senior comprehensive project over the next few semesters.
Friday, December 14, 2007
Final Organizational Communication Post
Based on the themes we have discussed, describe one major change that you would make to an organization you are familiar with. This change could have to do with the organization of space or time, the use of team-based work, management practices, gender relations, or any number of other themes we have covered.
First describe the current organization. Then describe the limitations you see in the way things are currently run. Then describe the changes you would implement providing clear details of the change. Finally, describe how these changes would make things “better”.
As you write this paper refer to Chapters 2, 3, 4, 11. Do this by discussing which approach or approaches to organizational communication the setting currently seems to rely on. Then discuss which approach to organizational communication your proposed changes are based on. In other words, think of yourself as an organizational communication theorist and argue for certain principles.
You can also use chapter 11 to discuss to what extent the changes you propose will encourage people to act mindfully, with integrity, and ethically.
An organization that I am very familiar with is the Saint Mary’s College food provider, Sodexho foods. They supply all the food for the dining hall, the cyber café, the a la carte section in Madeleva Hall, Dalloway’s, and caters any additional event on campus. The food services staff works very hard all year round to make sure that students and staff eat well balance, well prepared meals. However, there are a few major changes that should be made so that students use the Sodexho services more.
The biggest change that must be made is their organization of time. The change does not need to be made so that the workers are more efficient like Taylor’s time and motion studies (Eisenberg, 72). Rather, the time the organization is opened and running for people to use needs to be readjusted. The current hours for the main meals of lunch and dinner are as follows: Lunch 11-2 pm and dinner 4:30-7 pm. In addition, one meal option is available at dinner until 7:30pm. Though three hours for each mealtime seems like a good idea and plenty amount of time for students to get to eat, many students are not able to get to the dining hall in time. Athletic practices, musicals, homework, and extracurricular activities are just a few of the things students are doing instead of making it to dinner on time. Also, if students make it to the dining hall by 7 pm, the food is usually left over from earlier in the night. This means, the warm cookies are no longer being made, the pizza is cold and left in the pan, and this makes the few dining options even smaller. Most college campuses have multiple dining halls and at least some of them will be opened later for the students’ convenience. However, Saint Mary’s College does not have this option.
Another change that needs to be made is the menu that is served everyday. It is obvious that the staff makes an effort to have different meal options and at every meal. However, there are some things that should be replaced. For example, hamburgers are always available. Most students, however, would like to have a healthier option like a chicken cesar wrap. In addition, the vegetarian section is very limiting to students that chose this option. It is oftentimes the same sorts of food, rice, white pasta noodles, and grilled vegetables. Little creativity is put into the vegetarian menu. However, it is possible to improve upon the service hours and the menu options with a few simple procedures.
In order to make the dining hall better, it needs to be opened later. Sodexho would probably argue that there are other services available on campus that are opened later for students. However, the cyber café is always fried, greasy food and the hours for Dalloway’s are sporadic and hard to follow. The dining hall simply needs to be opened to a later hour so that athletes and busy students are able to eat a meal without rushing. Secondly, the menu options need to be reevaluated. There are many ways in which this could be done. An easy way would be through surveys. Students should fill out surveys about the food service and exactly what type of food they would like to see in its place. Though surveys are sometimes passed out in the dining hall, they never ask for specific suggestions for meals. Rather, they usually ask if you are happy with the food service. If you answer “no,” there are no more questions about why you are unhappy. Surveys are also a great way to find out overall customer satisfaction with the company.
Along with the surveys, quality-improvement teams would help the food service. These teams have goals, which “are to improve customer satisfaction, evaluate and improve team performance, and reduce costs” (Eisenberg, 241). This type of team would greatly benefit Sodexho because it would enable a lot of brainstorming. The more ideas that are available, the more the service and food options will improve.
Organization through space could also be improved in the dining hall. During nice meals such as Thanksgiving or Christmas dinner, the lights are dimmed and music is playing softly in the background. This setting is very nice for the customers, better known as students, to relax in. Reorganizing the setting through the use of lighting and music makes the area a lot more enjoyable. The more enjoyable it is, the more students will use the services and in turn, earn Sodexho money.
Sodexho seems to follow the human relations approach to management. This approach wants people “to feel united, tied, bound to something, some cause, bigger than they, commanding them yet worthy of them, summoning them to significance in living” (Eisenberg, 82). Though it does not seem like the kitchen staff or dishwashers would feel this way about the company they are working for, I think that they do feel this way for Sodexho. Barry Bowles, the Saint Mary’s College Sodexho manager, tries hard to be inclusive with his team of workers. At every big event, Bowles is energetic and leads his team well. Also, he is on campus nearly every day of the week making sure the services run smoothly. Sodexho hires many mentally challenged employees to do certain tasks around the dining hall. These employees are just as significant part of the team as any other member. The management of Sodexho is excellent and does not need to be changed.
The changes that I suggested were to change the space and time organization and to better serve the needs of the customer. These changes could be implemented into the organization quite easily and they would increase the integrity of Sodexho foods. “Integrity is a mindful state of acting purposefully to fulfill the promises and commitments you make to others” (Eisenberg, 346). The promises that Sodexho has already promised are to serve the students well and incorporating the suggested changes would increase their integrity.
Overall, Sodexho Foods is a very well run company with excellent management. However, some changes need to be implemented to make it more desirable to its customers. By making the changes that were suggested, Sodexho could increase their teamwork mentality, increase customers and profits, and serve the needs of the customers exceptionally well.
Eisenberg, Eric M., H.l. Goodall, Jr., and Angela Trethewey. Organizational Communication Balancing Creativity and Constraint. 5th ed. Boston, New York: Bedford/ St. Martin's, 2006.
First describe the current organization. Then describe the limitations you see in the way things are currently run. Then describe the changes you would implement providing clear details of the change. Finally, describe how these changes would make things “better”.
As you write this paper refer to Chapters 2, 3, 4, 11. Do this by discussing which approach or approaches to organizational communication the setting currently seems to rely on. Then discuss which approach to organizational communication your proposed changes are based on. In other words, think of yourself as an organizational communication theorist and argue for certain principles.
You can also use chapter 11 to discuss to what extent the changes you propose will encourage people to act mindfully, with integrity, and ethically.
An organization that I am very familiar with is the Saint Mary’s College food provider, Sodexho foods. They supply all the food for the dining hall, the cyber café, the a la carte section in Madeleva Hall, Dalloway’s, and caters any additional event on campus. The food services staff works very hard all year round to make sure that students and staff eat well balance, well prepared meals. However, there are a few major changes that should be made so that students use the Sodexho services more.
The biggest change that must be made is their organization of time. The change does not need to be made so that the workers are more efficient like Taylor’s time and motion studies (Eisenberg, 72). Rather, the time the organization is opened and running for people to use needs to be readjusted. The current hours for the main meals of lunch and dinner are as follows: Lunch 11-2 pm and dinner 4:30-7 pm. In addition, one meal option is available at dinner until 7:30pm. Though three hours for each mealtime seems like a good idea and plenty amount of time for students to get to eat, many students are not able to get to the dining hall in time. Athletic practices, musicals, homework, and extracurricular activities are just a few of the things students are doing instead of making it to dinner on time. Also, if students make it to the dining hall by 7 pm, the food is usually left over from earlier in the night. This means, the warm cookies are no longer being made, the pizza is cold and left in the pan, and this makes the few dining options even smaller. Most college campuses have multiple dining halls and at least some of them will be opened later for the students’ convenience. However, Saint Mary’s College does not have this option.
Another change that needs to be made is the menu that is served everyday. It is obvious that the staff makes an effort to have different meal options and at every meal. However, there are some things that should be replaced. For example, hamburgers are always available. Most students, however, would like to have a healthier option like a chicken cesar wrap. In addition, the vegetarian section is very limiting to students that chose this option. It is oftentimes the same sorts of food, rice, white pasta noodles, and grilled vegetables. Little creativity is put into the vegetarian menu. However, it is possible to improve upon the service hours and the menu options with a few simple procedures.
In order to make the dining hall better, it needs to be opened later. Sodexho would probably argue that there are other services available on campus that are opened later for students. However, the cyber café is always fried, greasy food and the hours for Dalloway’s are sporadic and hard to follow. The dining hall simply needs to be opened to a later hour so that athletes and busy students are able to eat a meal without rushing. Secondly, the menu options need to be reevaluated. There are many ways in which this could be done. An easy way would be through surveys. Students should fill out surveys about the food service and exactly what type of food they would like to see in its place. Though surveys are sometimes passed out in the dining hall, they never ask for specific suggestions for meals. Rather, they usually ask if you are happy with the food service. If you answer “no,” there are no more questions about why you are unhappy. Surveys are also a great way to find out overall customer satisfaction with the company.
Along with the surveys, quality-improvement teams would help the food service. These teams have goals, which “are to improve customer satisfaction, evaluate and improve team performance, and reduce costs” (Eisenberg, 241). This type of team would greatly benefit Sodexho because it would enable a lot of brainstorming. The more ideas that are available, the more the service and food options will improve.
Organization through space could also be improved in the dining hall. During nice meals such as Thanksgiving or Christmas dinner, the lights are dimmed and music is playing softly in the background. This setting is very nice for the customers, better known as students, to relax in. Reorganizing the setting through the use of lighting and music makes the area a lot more enjoyable. The more enjoyable it is, the more students will use the services and in turn, earn Sodexho money.
Sodexho seems to follow the human relations approach to management. This approach wants people “to feel united, tied, bound to something, some cause, bigger than they, commanding them yet worthy of them, summoning them to significance in living” (Eisenberg, 82). Though it does not seem like the kitchen staff or dishwashers would feel this way about the company they are working for, I think that they do feel this way for Sodexho. Barry Bowles, the Saint Mary’s College Sodexho manager, tries hard to be inclusive with his team of workers. At every big event, Bowles is energetic and leads his team well. Also, he is on campus nearly every day of the week making sure the services run smoothly. Sodexho hires many mentally challenged employees to do certain tasks around the dining hall. These employees are just as significant part of the team as any other member. The management of Sodexho is excellent and does not need to be changed.
The changes that I suggested were to change the space and time organization and to better serve the needs of the customer. These changes could be implemented into the organization quite easily and they would increase the integrity of Sodexho foods. “Integrity is a mindful state of acting purposefully to fulfill the promises and commitments you make to others” (Eisenberg, 346). The promises that Sodexho has already promised are to serve the students well and incorporating the suggested changes would increase their integrity.
Overall, Sodexho Foods is a very well run company with excellent management. However, some changes need to be implemented to make it more desirable to its customers. By making the changes that were suggested, Sodexho could increase their teamwork mentality, increase customers and profits, and serve the needs of the customers exceptionally well.
Eisenberg, Eric M., H.l. Goodall, Jr., and Angela Trethewey. Organizational Communication Balancing Creativity and Constraint. 5th ed. Boston, New York: Bedford/ St. Martin's, 2006.
Friday, December 7, 2007
Teamwork and Concertive Control
Some ambiguities are associated with the introduction of teamwork into contemporary workplaces. On the one hand, teamwork is often celebrated as a way to empower workers. On the other hand, workers may feel this type of organization to be even more repressive than classical forms of control. Use the material from chapter six and Laurie Graham’s article on Subaru-Isuzu to discuss why this is so. The concept of “concertive control” is especially important for discussing this issue.
Teamwork and enthusiastic involvement is very important to Subaru-Isuzu workers. Actually, these goals are found everywhere throughout the company and they are the base of the worker’s positive and productive attitudes. Workers are asked to put all of their effort into the overall success of the company. They company plea asks workers to “establish a workplace where creativity comes naturally” (Graham, 95). Also they work “with each other as a team, trying to eliminate all possible waste, looking for ways to improve, and keeping each one’s own work area a clean, happy place” (Graham, 95).
The positive attitudes that are present in the plant are unlike other job attitudes. The trust that workers have between one another is an integral part of the work life. It encourages enthusiasm and better production on the job. It is easy to see how happy employees would increase production and overall increase profits for the company.
Subaru-Isuzu runs on teamwork. The individual worker’s self discipline is supposed to keep them working hard and producing as much as possible. If individual motivation fails for some reason, then peer pressure might be put on the worker from others. Also, the other workers could support the worker that is not being as productive as he or she should. Finally, a supervisor or manager would be available to turn the production lull around if self-discipline and peer pressure did not work. Compliance through one of these three ways is likely to occur and get the production back on track.
SIA controls its workers on a cultural level as well. The team structure is used on the floor level where they work in small groups. These groups encourage “solidarity and support” (Graham, 107). When all members of the team realize the company’s goals, then they are understanding the company better and also being more productive and dedicated. In addition to teamwork, SIA has a campaign to shape organizational culture. They try to eliminate the fear that exists between workers and management so that everyone feels like a part of the team. This cooperation occurred because special language was used, ideology, rituals, and symbols. Equality was repeated many times because everyone was part of the SIA team.
Not all of SIA’s production tools were team builders. The computerized system that they use would focus on any team that fell behind in their work. When a team was behind or had some sort of problem, that team’s music would play over the loudspeaker system so everyone could hear. This put a great amount of pressure on teams because they did not want their music played over the speaker, displaying their troubles.
Overall, Subaru-Isuzu relies heavily on teamwork and individuals being responsible for their own discipline and work ethic. This is similar to concertive control. “Concertive control occurs when employees police themselves, developing the means for their own control” (Eisenberg, 177). Workers decide together what is appropriate and what values and rules should apply to them. This allows workers to control themselves and they do not need supervisors. When something goes wrong under this type of system, individuals are not blamed. Rather, the system is the reason for any problems. However, a system cannot be held accountable for problems. When something happens, the entire company, or system is then in trouble and not just an individual or a group of people.
In my previous working experience, the teamwork model was used. In theory it was supposed to make everyone feel like part of the group and like they had a say in what was going on throughout the company. However, this was not always the case. It was obvious that the owner and manager made all the decisions and that the workers really had no say in anything at all. Though this was obvious to the workers, management still insisted that we were a team, and even called us a family. Management tried to use the teamwork model as a way to keep the employees happy and motivated in their working by making it seem like we were all working together. While they believed that we were a family and that their teamwork ideal was being implemented, everyone basically avoided it. Employees were not always happy to work there and the false teamwork mentality was really work the opposite of the intended purpose. Though the teamwork strategy was supposed to empower the workers, it really made most employees feel repressed and worthless, which was evident in their work ethic.
It seems as though a balance must be made between teamwork and concertive control in order to make workers motivated. The teamwork model cannot be over used so that employees do not believe it, as was the case in my previous job. Also, concertive control can be very beneficial because it inspires employees to get their work done and be positive and motivated throughout the workday. However, when it is taken to the extreme, individuals are not held accountable for their actions. It is the entire system that is blamed if anything goes wrong. This is also a problematic structure because people may begin to feel like a part of nothing, just a company. When people are so a part of a team and a company that they are not held accountable for their actions, then they may feel uninspired by that as well. Companies need to find a balance in their management decisions so that employees feel like a part of the company, but also an individual.
Eisenberg, Eric M., H.l. Goodall, Jr., and Angela Trethewey. Organizational Communication Balancing Creativity and Constraint. 5th ed. Boston, New York: Bedford/ St. Martin's, 2006.
Laurie Graham, On the Line at Subaru-Izusu: The Japanese Model and the AmericanWorker. Ithaca: Cornell University Press, 1995.
Teamwork and enthusiastic involvement is very important to Subaru-Isuzu workers. Actually, these goals are found everywhere throughout the company and they are the base of the worker’s positive and productive attitudes. Workers are asked to put all of their effort into the overall success of the company. They company plea asks workers to “establish a workplace where creativity comes naturally” (Graham, 95). Also they work “with each other as a team, trying to eliminate all possible waste, looking for ways to improve, and keeping each one’s own work area a clean, happy place” (Graham, 95).
The positive attitudes that are present in the plant are unlike other job attitudes. The trust that workers have between one another is an integral part of the work life. It encourages enthusiasm and better production on the job. It is easy to see how happy employees would increase production and overall increase profits for the company.
Subaru-Isuzu runs on teamwork. The individual worker’s self discipline is supposed to keep them working hard and producing as much as possible. If individual motivation fails for some reason, then peer pressure might be put on the worker from others. Also, the other workers could support the worker that is not being as productive as he or she should. Finally, a supervisor or manager would be available to turn the production lull around if self-discipline and peer pressure did not work. Compliance through one of these three ways is likely to occur and get the production back on track.
SIA controls its workers on a cultural level as well. The team structure is used on the floor level where they work in small groups. These groups encourage “solidarity and support” (Graham, 107). When all members of the team realize the company’s goals, then they are understanding the company better and also being more productive and dedicated. In addition to teamwork, SIA has a campaign to shape organizational culture. They try to eliminate the fear that exists between workers and management so that everyone feels like a part of the team. This cooperation occurred because special language was used, ideology, rituals, and symbols. Equality was repeated many times because everyone was part of the SIA team.
Not all of SIA’s production tools were team builders. The computerized system that they use would focus on any team that fell behind in their work. When a team was behind or had some sort of problem, that team’s music would play over the loudspeaker system so everyone could hear. This put a great amount of pressure on teams because they did not want their music played over the speaker, displaying their troubles.
Overall, Subaru-Isuzu relies heavily on teamwork and individuals being responsible for their own discipline and work ethic. This is similar to concertive control. “Concertive control occurs when employees police themselves, developing the means for their own control” (Eisenberg, 177). Workers decide together what is appropriate and what values and rules should apply to them. This allows workers to control themselves and they do not need supervisors. When something goes wrong under this type of system, individuals are not blamed. Rather, the system is the reason for any problems. However, a system cannot be held accountable for problems. When something happens, the entire company, or system is then in trouble and not just an individual or a group of people.
In my previous working experience, the teamwork model was used. In theory it was supposed to make everyone feel like part of the group and like they had a say in what was going on throughout the company. However, this was not always the case. It was obvious that the owner and manager made all the decisions and that the workers really had no say in anything at all. Though this was obvious to the workers, management still insisted that we were a team, and even called us a family. Management tried to use the teamwork model as a way to keep the employees happy and motivated in their working by making it seem like we were all working together. While they believed that we were a family and that their teamwork ideal was being implemented, everyone basically avoided it. Employees were not always happy to work there and the false teamwork mentality was really work the opposite of the intended purpose. Though the teamwork strategy was supposed to empower the workers, it really made most employees feel repressed and worthless, which was evident in their work ethic.
It seems as though a balance must be made between teamwork and concertive control in order to make workers motivated. The teamwork model cannot be over used so that employees do not believe it, as was the case in my previous job. Also, concertive control can be very beneficial because it inspires employees to get their work done and be positive and motivated throughout the workday. However, when it is taken to the extreme, individuals are not held accountable for their actions. It is the entire system that is blamed if anything goes wrong. This is also a problematic structure because people may begin to feel like a part of nothing, just a company. When people are so a part of a team and a company that they are not held accountable for their actions, then they may feel uninspired by that as well. Companies need to find a balance in their management decisions so that employees feel like a part of the company, but also an individual.
Eisenberg, Eric M., H.l. Goodall, Jr., and Angela Trethewey. Organizational Communication Balancing Creativity and Constraint. 5th ed. Boston, New York: Bedford/ St. Martin's, 2006.
Laurie Graham, On the Line at Subaru-Izusu: The Japanese Model and the AmericanWorker. Ithaca: Cornell University Press, 1995.
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