14.5 Web Poster Review: Changing Organizational Culture

Many of the web posters I have reviewed have been about bringing about change. What I found interesting about your web poster was that your research revealed that implementing "small incremental changes" were more effective than mandating "large sweeping restructuring changes." I agree that having the leadership to develop these incremental changes toward a larger vision would be the most beneficial. Even with new leadership and a mandate for 'change' you can come across a wave of resistance that may stall the 'change wave'. Now your leadership is faced with defeat and the prospects of dealing with the members who believe that they possess more power than they first thought. instead of moving the organization forward you spend the time dealing with small wars within. As you indicated, understanding the infrastructure of the organization will be helpful in identifying problem areas first.

14.4 Web Poster Review: Building Corporations through Leadership

I found your personal interest statement to be very inspirational. Your goal to become a corporate leader seems very attainable from what I read in your web poster. I agree that 'confidence' in what we can do and what we can become are qualities that should be a part of every potential leader. I would say that the trick is: How do we build and foster confidence? I also think that taking chances and not worrying about being wrong can create a path toward confidence. If the potential leader makes decisions based on reliable and reasonable information then she should feel confident that a positive result may manifest.

Your comparisons between transformational leadership style and managerial leadership style was very helpful and contributed to what we learned in Cheney et al. I agree with your opinion that the roles of management and leadership have become blurred at times in some companies and that we need to 'redefine' the word leadership so that we can create better organizations.

14.3 Web Poster Review: Communicating Change Effectively

The concept of 'change' has been in the consciousness of the country and after reviewing a lot of the web posters, BUS/COMM244 is filled with ways to create change. Your ideas about creating communications that are clean and direct sounds rather obvious, but yet it may be a reason why we struggle with the process of 'change'. When those in charge of communicating are crafting messages that contain: double-meanings; concealing sensitive issues; disregard for the concerns of members; then the receiver of these 'communications' is faced with choosing to hold the message in low regard or accept it. Your idea about the positive aspects to the 'resistance of 'change' was interesting. I can see how the resistance can be construed as being a movement that may be acting in the subconscious of the organizational culture. The whispers of not agreeing with the change or the lack of support for the change may cause the leadership to reexamine their process for implementing the change. In the end that delay of implementation or reexamination may lead to a better solution and bring about the 'change' that is needed.

14.2 Web Poster Review: Analysis of Virtual Teams: Conflict & Leadership

Your web poster image offered a great stimulus and created a great lead into the topic. The images displayed the issue in a global context surrounded by technology. Your focus on resolving conflicts in the virtual world seems very important to organizations that may be contemplating moving operations into this realm. The fact that you have experience working in this scenario makes the information in your report even more interesting. You credibility in presenting the pitfalls of this work environment give the reader a sense of an ethnographic study. Your comments on the nonverbal cues absent from emails and chats and the inability to measure the intent of the messages sounds very familiar. Your use of charts and tables gives the reader another opportunity to comprehend the materials presented. Finally, your list of advantages and disadvantages for the implementation of these virtual teams is valuable and can be useful for any manager.

14.1 Web Poster Review: Managing Org Change in the Org Culture

Your web poster seemed to be echoing the recent buzz word of the day: 'change'. Your idea of managing organizational 'change' within the organizational culture seems apropos for an organization concerned about being successful. I agree that 'effective communication is the key to a robust culture' within the organization. If the members of the organization are restricted from communicating then their ability to interact within the organizational culture is left untapped. The changes sought by the organization may fail to materialize if the leadership is not in touch with their members. Getting 'in touch' with the cultural organization provides (as you state) " a view of the attitudes of the organization. The "Story Coach" graphic offered some insightful ideas on how to gain some important knowledge about the culture of the organization. Finally, your opinion that cultural analysis is needed in order to have a successful plan for organizational change seems rather important. My worry is that most organizations may find the value of this analysis to be rather excessive and considered a luxury for most budgets.

13.5 Communicating Identity

In Cheney et al., p. 109 they discuss the essence and continuity of corporate identity. According to the book, "in order to endure in a turbulent marketplace, organizational identities need to be flexible." Over the last few weeks we've seen the domestic auto makers of the U.S. embroiled in an identity dilemma. All three car companies are being perceived as lacking in vision. Their lack of investment in fuel efficient cars has left them seemingly behind the curve.

My own perception has been quite limited. I've been viewing commercials and taking a look at their web sites (Chrysler, Ford, GMC, Honda, Nissan, and Toyota). I found that only Ford, Honda, & Toyota made fuel economy a main focus of their sites. The TV commercials for GMC and Ford only spoke of purchasing issues like: "Red Tag Sale" (GMC) and "You pay what we pay" (Ford). GMC touts two Hybrid vehicles while Ford is featuring one Hybrid. Toyota features three while Hybrids while Honda features three (one Hybrid and 2 other alternative fuel options). Chrysler, Nissan, don't offer any realistic alterations right now. It will be interesting to see how flexible their identities will become over the next few years.

13.4 Lack of Vision? Again...

In chapter 7, Leadership Old and New, Cheney et al., p.184, they discuss "Visions" of the Leadership in Recent History. The books states that, "Vision is an important part of our contemporary understanding of leadership -- so much so that many of today's leaders are criticized for lacking a broad vision." Over the last couple of weeks we've seen the CEO's of Chrysler, Ford, and GMC, sitting in front of congressional committees essentially asking for $25 billion in loans. According to the reports, they need this morning in order to survive the next year. Some reports have said that if they don't receive this money, GMC may file for bankruptcy.

This past year has not been kind to our "white collar" workers. These highly educated, business-savvy individuals have made a mess of banking, the mortgage business, and now the auto industry. I am making an "essentialist assumption" (Grint's Classification of Leadership Theories, box 7.5, p.186) about the lack of "leadership" these men and women have taken.

I can understand the lack of empathy by most Americans for these CEO's from Detroit. They see the problem as not looking forward and making the necessary investments to offer alternatives --like more fuel efficient automobiles. And some of us ask, why haven't these 'great minds' collaborated with the fuel producers and looked to the future and begin creating alternative fuel sources? Maybe we have too many car companies that have the same old vision (With all due respect to the many thousands of people that may lose their jobs). Maybe we need one or two car companies that make it a priority to develop a transportation vehicle that would be dependent on sources that can be regulated and would be in abundant supply.

13.3 Managing Change and some Transparency

In chapter 11, Cheney et al, discuss the management of change. They talk about the Adaptive Approach to creating change in an organization. Scholar Michael Beer and his colleagues recommended five steps to effective change in management: 1. Mobilize a commitment to change; 2. Develop a shared vision; 3. Spread revitalization to all departments; 4. Institutionalize revitalization through formal policies; and 5. Monitor and adjust strategies.

President-Elect Obama and his transition team have carefully orchestrated an impressive example of Beers five steps to effective change in the current economic crisis:
1. He was elected into office with 'change' as the motto of his campaign
2. He has repeatedly stated that his concern is for 'main street' and that the middle class need help
3. He has swiftly mobilized an impressive team of economic advisors and cabinet members to focus on the economic crisis
4. He has either proposed or commented on policies that will or should be enacted in the near future
5. He has stated many times that he is in constant communications with the current administration and that he and his team will be ready to act when he begins his presidency in January

Another aspect to this presidency that I have come to admire is the appearance of transparency. In my project for this course I wrote about the transparency of organizations. The Obama team has been utilizing the web not only for garnering millions of dollars in donations, but they have interacted with their constituents by asking them to make phone calls and coordinate informational meetings in their neighborhoods (before the election). I still receive emails from the campaign and visited the web site today. It was a call to action for me to view the latest press conference by President-Elect Obama. What was interesting about this link was not this particular video, but the other videos that were available for me to view. I spent another 15 minutes watching at least three other video clips. One of them showed a meeting of advisors from the transition team discussing issues of energy and the environment. The ability to listen to this person and hear the philosophies of the team leaders was very impressive. Take a look at the video here.

13.2 Hegemony

In chapter 9, Cheney et al., p. 260, they discuss the process of hegemony, whereby a specific way of doings things becomes all encompassing to a group or a people. I was listening to NPR (KQED, 88.5FM) this morning about a story of a female gang wearing Pink sari's in India. They were organized to stand-up to the corruption of the local government. For many years the status quo of bribery and lack of action by the government has left many victims and poor people without services and justice. In Cheney et al., they talk about "who determines particular ways of...determining how things are -- and how it becomes entrenched." The Pink Sari Gang, lead by a 40 year old woman named Sampot has had enough with the corruption and the hegemony of oppression. She and her gang of pink ladies have begun to challenge the establishment and, along with their pink sticks, have slowly begun to make a "change" in their society. Take a listen, you'll find the story very interesting:
Click here to listen to the story at NPR.org

13.1 Resistance to Power

In chapter 9, p. 266, Cheney et al. they write about resistance and how it is used to stand up to power and control. Earlier in the week (Friday, November 21, 2008) I told you about Chief Johnson of the Palo Alto Police Department. She made comments at a news conference weeks earlier and was chastised by community groups and the NAACP for casting the directives given to officers as 'racial-profiling'. She later apologized and then apologized again. But the demonstrations and public outcry for her removal was too strong. Their (community) show a resistance to the authority of the chief. The book describes resistance as an "identifiable counter-pressure to the locus of power or control." She resigned as chief on Friday.

12.6 Initiate or not?

In Chapter 7, Cheney et al. (p.190) they talk about the leadership style of those who "initiate" and those that show "consideration". According to the study that was conducted by Ohio State University in the 50's and 60's, they found that there were two important dimensions of leadership: initiating structure and showing consideration. When you stop and think about these styles, it would seem to most people that showing some initiative would be something you'd want in a leader. And yet, the book focuses on Mr. Tindall, owner of The Warehouse (in New Zealand) and his style of leadership. He says, "my job is to try now and nurture the leadership in the company and the well-being through our 'people come first' philosophy and make sure it goes right through the organization..." His consideration approach exemplified that he card for the feelings of his followers and creates a sense of belonging. The books states that you need to be a very good communicator to be successful in both of these styles. I believe that a leader that employs the consideration approach should be mindful of the vision and the importance of the contributions of the employees. This type of leader would not be one that micro-manages every event, project, or memo that passes through the administrative staff. This leader needs to be nurturing and meeting with the people (followers) that make the company 'great'.

12.5 Leadership Revisited

In this mornings' Mercury News, Palo Alto police chief to retire, Friday November 21, 2008, the end of a long career in law enforcement came to end. I'm sure that Chief Johnson had not envisioned this sort of a departure when she started her leadership in 2003. From their web site ( http://www.city.palo-alto.ca.us/depts/pol/default.asp ) you find their 'welcome statement from the chief' and it says, "The Palo Alto Police Department is committed to providing exceptional public safety services and taking a leadership role in building community partnerships." According to Cheney et al., chapter 7, Leadership Old and New, p.202, they state that many times leaders "do not take them (vision statements) seriously enough."

In the Mercury News article they report that Chief Johnson, in response to the controversy, was preparing an "action plan" that included monthly meetings with citizens and the chief, along with regular community meetings between police officials from both the city of Palo Alto and East Palo Alto. This plan will be left for the next chief to implement. In chapter 7 Cheney et al., says that "if you create one (vision statement), take it seriously, use it, relate important decisions to it, and act consistently with it."

I believe had the Palo Alto police department been adhering to their vision of 'building community partnerships', they might have had a different reaction by the community. Maybe the regular meetings with the chief and the community would have resulted in a less volatile reaction. The community might have understood what the chief meant because they had been in communications with her over many years and might not have resorted to protests in the streets. We might have seen community leaders stepping forward to remind the citizens that "this chief" has been very attentive and responsive to their concerns. I don't know if the community leaders offered any support for the chief. However, the media coverage over this public relations disaster never showed this side of the controversy.

The positive outcome of this communications flap will now result in an attempt by the new administration to create a closer relationship with the community and their leaders. At the end of this controversy the 'vision' of building stronger community partnerships may be realized. Will the new leader adhere to their 'vision' or will a new 'vision statement' be created? Only time will tell.

12.4 More on Transparency

I just received an email on my iPhone regarding the Obama transition team. David Plouffe, Campaign Manager, asked me to make a donation to the Obama-Biden Transition Project. My previous contributions to the campaign have kept me in the email and text communication apparatus. The email goes on to say that in the past, the process of transitioning the new president has been secretive and funded by DC lobbyists. The 'change' message continues with they are "going to do things differently". According to Cheney et al., page 323, Dimensions in Change, the book talked about the degrees of change. The book goes on to talk about philosopher Gregory Bateson's first and second-order changes. This election for 'change' is an example of what Bateson says is "when the entity (the presidency) becomes something fundamentally different than it was."

In the email Plouffe talks about differently, and makes the case that he needs some money from me instead of the tried and true sources of lobbyists and corporations. And he ads that since I made a contribution during the campaign, they will need my help in order to build a "more transparent and open government", and they need to rely on a broader group of people to get this done. I clicked on the email link and I as brought to a page where I needed to type in my name, address, employer, my occupation, phone number, along with the amount and my credit card number. I was looking for the transparency in all of the previous contributions I made. Over the past few months I have read about the large numbers of donations being raised by Obama's campaign. I was curious to see if I could see where my money was going. The only glimpse of transparency I could find on this particular page was this: "As a condition of receipt of appropriated funds under the Presidential Transition Act, the OBAMA-BIDEN TRANSITION PROJECT must publicly report the source, date, and amount of every donation. The PROJECT will also publicly report the city and state of residence, and employer of each donor." I guess I need to ask myself, does it really matter to me where the money is going? I can only hope that the people in-charge of the campaign are doing a very good job. They managed to help elect a junior senator from Illinois with little or no experience to run the country. They seem to be creating leadership that the country was destined to embrace. Are we going to be part of the 'process' and interact with the decisions being contemplated? Are we going to give our opinions on the cabinet selections? So far, these decisions are being made within the transition team. Maybe some transparency in who they team may be considering for cabinet positions would have been keeping in line with the new 'change' this campaign has promised.

12.3 Constitutive

I'd like to stay in Chapter 7, Cheney et al. (p. 192) and talk about the Constitutive Approach. According to the book, the constitutive approach suggests that individuals that are considering to be leaders should become familiar with the socially constructed nature of things, events, and ideas. They also say, that they should try and influence others' constructions or interpretations. It suggests to me that what they are saying is that these 'leaders-in-training' should be socially skilled at being perceptive. That is, that they should be mindful of how things are and what people think and how they might interpret things. It would appear that if this 'leader' hasn't done so already, that he/she would have to go through some sort of crash course of being socially aware. Since the book describes this approach as a skill then how are these leaders building these skills? Are they reading books of contemporary social issues? Are they attending plays that focus on the plight of immigrant? Are they meeting with their local charity organizations and volunteering? Are they surrounding themselves with people that give him/her a perspective on what is 'really happening'?

12.2 Marketing and PR

Over the last 2.5 years I have been educating the managers within the Personnel Unit of my organization to look at Marketing all the time in order to save money. Prior to 2004, the organization would spend money on fliers that said, "Join the Winning Team". Someone would create a new logo, add new bright colors and then send them out to colleges and job fairs. I was brought in at the beginning of 2005 to look at some of the ideas for an upcoming event. I attended the meeting with the confidence that I would be able to offer my opinion without repercussions. What I experienced that day (at the meeting) was a dysfunctional array of ideas and unprofessional materials for publishing. I spent the last 30 minutes of the meeting explaining that the organization had an "identity". That we had a history that allowed us the confidence to compete with any organization in our field. I offered my opinions that showed how these messages and colors were conflicting with the organization's brand.

By the end of the meeting we collaborated on a new slogan that would be used for years to come (still in use today). I developed a Style Guide for all members to use when creating any documents for public outreach. We then proceeded with a new marketing campaign that coincided with the new slogan. We are now on a better foundation for getting our message heard.

12.1 Be a devil advocate

Lately the news about the automobile manufacturing crisis has made me think about the unintended consequences of employee identification (p.117, Communicating Identity, Cheney et al). A majority of the employees that keep the car companies running are union employees loyal to their company and their history. The automobile has brought many conveniences to Americans over the last 80 years. American car companies experienced years of profitability and the employees identified with the pride of creating machines that were romanticized in print and movies. The sounds of large engines burning fuel and screeching down the highway were a symbol of success and status for many years. When the nation experience the Oil Embargo in the late 70's the American car companies had to retool and think about making smaller cars. The Japanese car companies were already making small fuel efficient cars so they began to outsell the domestic models.

Did the strong employee identification with the American car companies allow them to see that they needed to change? Were employees strong enough to challenge their companies' vision for building the right automobile for the future. Were they thinking of harnessing alternative fuels to eliminate the effects of volatile oil prices? The oil crisis (hostages) was resolved, the price of gas came down and the car companies sighed with relief. That was over 30 years ago. We have read stories of the automakers scrapping vehicle designs that relied on alternate fuels and consumed less fuel. Now they want a bailout? A loan? Who was questioning their values and practices? Someone needed to be the "devil's advocates".

11-2.5 MBWA

After reading Characteristics of Contemporary Social Life... (p.199) I found the idea of the concept of Management By Walking Around (MBWA) to be rather insightful. Last year I was talking to some support personnel and one of them mentioned that the Chief had not been down to visit them or talk to them. He had recently been appointed the Chief (leader) and he had mentioned in some memos that he would be taking the time to go around and meet with the members of the organization. It had now been several months and he had not made his way to the area of the department. I could feel the air of resentment, as they spoke about his leadership. They said they were not impressed with him and that they didn't think he was a good leader. I thought to myself, imagine what they might be thinking now if had taken a few minutes to meet them at their division meetings? Just to say hi, give them praise on a job well done; and a promise to be open to their concerns. Shake some hands, walk around and ask members about their jobs. It would have gone a long way to promote harmony and pride. Instead, he has missed out on an opportunity. However, with each new year, it seems to me that he could conduct his MBWA and restore some credibility!

11-2.4 The Human Touch

After reading Box 7.9 (p.195) it made me think of my good friend, Scott. He's the leader (Police Chief) of the LGPD. I've known him for over 23 years. We worked together on many projects at SJPD. We had lunch a few months ago to catch-up on things. I met him at his office. I was escorted inside and I waited for him (he was running late). When he arrived, we greeted each other and he quickly removed his tie. He said, "No Tie, July". He said that he had asked the members of the office staff to make some suggestions to enhance the office environment (about 40 employees - detectives). He said, "they thought that not wearing ties for the month of July would be a nice change.

Then we left his office, he talked with a few people on the way out and we were on our way to the deli. As we walked on the sidewalk, the sun was shining, the day was clear, it was picture perfect! As we stopped at the lights to cross the street, we received several waves from passer-bys. He smiled and spoke to the people by their first name (he always had a knack for remembering people's names). As we made it to the restaurant he was finishing answering the question I had posed him. I had asked, are you happy here at this small department, do you ever regret leaving San Jose and the potential to lead a larger department?

He just smiled, and said, "this is a great place and I love the people. I know most of the business owners and I feel like the officers are doing the right thing. I couldn't do this at SJPD." He told me that he really got to know the officers and felt that they had an idea about how he wanted the department run. As we walked back to his office, an officer drove by and waved, a shop keeper came out of the store to thank the Chief for his officers responding to a call last month. It was just another day in Los Gatos...

11-2.3 - Transformational Leader

Since the election, I have heard many commentators say that President-Elect Obama is a transformational leader. I recall reading about that type of leader in chapter 7. According to the text (p.196), "the leader encourages such change by appealing to followers to change their focus, usually away from selfish interests to a higher purpose..." After listening to Mr. Obama's speech on Monday, I would have to say that he seems to appear to fit the mold of a transformational leader. His campaign has been about "change" since say one. It was obvious that he grabbed the mantel of change away from the other campaign. It would appear that it was a successful strategy. Since he was offering change, it was an inevitable since the we were getting a new president. Also, his rise to the office (as an African-American) would be the first for this nation. Finally, he was always saying that it was about the voters (the people) not him. And that he was only the person trying to represent their cause; to be their voice for change. According to the text, (p.194) change is central to the concept: if someone attempts (or succeeds at) radical organizational or social change, the leadership is transformational.

11.2 Change

In chapter Eleven (p.315), the book discussed an organizational phenomenon where we often embrace a trend that we aren't sure of. The recent election made me think of this phenomenon of change. The candidate who made "change" the focus of his candidacy prevailed. And yet, could it be that the country, the citizenry, were ready for a change? Were we just tired of the bad news, the ill words, the hurt and pain? It seems as though we needed a transformational leader to bring about the change we were desiring. The images of people jubilant in the streets for president-elect Obama gave rise to the notion that they were pleased with the "change". The climate is right for change. This country seems eager to move forward in new paths and try and out new ideas. That is until the next time we need a "change".

11.1 Leadership?

In chapeter 11, we discussed the effectiveness of leadership. We learned that having skills in communication was an important element in becoming an effective leader. Last Thursday, the leader of the Palo Alto Police Department, Police Chief Lynne Johnson, found out how important that is. According to the San Jose Mercury News, she was at a Town Hall meeting on Thursday discussing a string of Burglaries that had occurred in the City over the last few weeks. After the meeting, she spoke with a television reporter and said (in the interview) that she had instructed her police officers to question African-American men as part of the investigation. This comment led the NAACP, and other community members to complain about her comments, saying that it sounded like racial-profiling. On Monday night she communicated an apology to the council as members of the public called for her ouster.

10.7 Chorus of Diversity

I read Box 13.10 Voices from the Field, p. 401 regarding Susan Hafen’s idea that allowing all voices on and off key, should be allowed to “sing”, would take a lot of patience. My own experience with diversity in the workplace went something like this: new members were hired and they were trained in voice lessons. The ones that had natural vocal talents were allowed to move to the front of the chorus line while the ones that were off key were given extra lessons and kept way in the back. We could all see that we were different and we had different voices, but we were all reading the same sheet and when we had a note to hit, we hit it and we made beautiful music together.

10.6 Why Ethical Reflections Matter

Box 14.2, Ethical Reflection and Pedagogy, G. Cheney
After reading Mr. Cheney’s experience about reflections and the need for more ethical reflections in corporate America, I found myself reflecting back on my recent semesters. The Instructional Design classes offered a great deal of challenges in learning new concepts and applying them to the development of projects. What I always found useful near the end of the course was the time for reflection on the “process”.

There was no need to adhere to the APA style, nor comment in so many words. It was pure and honest reflection on what you experienced and what you wanted to say to the entire class. Most of the time it was a debriefing about the project. And then every once in awhile there was an “aha” moment. And that’s when I knew I was learning. Taking the time to reflect with your peers, (even in this electronic medium) without the constraints of words counts and time intervals, is worth every thought.

10.5 Why Ethics?

In Chapter 14, Speaking of Ethics and Values in Organizations, p. 411, the authors discuss the reasons why we need ethics in our lives. We obviously need ethics in the communications we engage in. If we can't trust the other individual, then we will eventually come to a stand-still and stop the conversation. We need ethics in business so that consumers can feel confident that they are dealing with individuals that have the greater concern for the community in mind. We need ethics in our government. We need to have the belief that our representatives and those whom have chosen to protect us are held to a higher standard. These public sector employees need to be mindful of the responsibility they have taken upon themselves to represent their communities.

In the end it all comes down to one thing: be a good citizen. If you are a good citizen you'll be respectful of the laws, you'll be tolerant of your neighbors, and you'll make choices that will further the well being of the community at large.

10.4 Ethnicity and a New Type of Identity

After reading Box 13.9, p.400, the concept of "a la carte ethnicity" reminded me of the struggles I had gone through over the last 30 years. In retrospect I agree with the "a la carte" concept and that we (I) choose to identify with certain aspects of my Mexican heritage. Growing up in East San Jose allowed me the opportunity to experience the freedom of diversity and engage with authority figures (teachers) that were tolerant of the bigotry that resonated around the area in the late 1970’s.

My parents, first generation Mexicans, demonstrated to me that hard work and a pursuit of your dream could bring about success. In order to pursue my dreams of success I felt that I needed to distance myself from the common identifications of my culture: music, hairstyles, names,etc.

Now that I have matured I find myself identifying more with my heritage and letting the youth around me (I speak at local high schools and colleges) know that it’s not a rarity to be Mexican and be a leader in your community. What’s interesting about these thoughts I have about my cultural identity is that they (students) have moved past my cultural struggle--I think I’m getting more out of this "cultural awakening" than they are.

10.3 Threat to Communities and the Environment

After reading the Critics of Globalization (p.390), I recall the arguments about the North American Free Trade Agreement (NAFTA), and how it was going to lift the Mexican economy and create new jobs for Americans. Well, it's been 14 years and the Mexican economy hasn't broken any records and American workers have lost more jobs to corporations going global. The NAFTA experiment worked to give corporations more profits and paved the way for companies to continue to drive the cost of production down to boost profits. The thought of globalization threatening our communities has been around for years.

Our country has been addicted to the oil of third world countries for more than 30 years. We have watched our economy fluctuate with threat of reducing production of oil in the Middle East. We've watched our favorite vehicles go from Ford to Toyota in less than 20 years. And we've watched our brand name appliances and entertainment being assembled in plants all around the globe.

The only threat globalization would have on our communities would be if we stood by comfortably on our past accomplishments. We need to continue to invest in innovation and research. We need to create new markets and let the most efficient entity be a part of manufacturing the goods. In the end we all benefit if the products we purchase are reasonable in cost.

10.2 Institutional Isomorphism

Public safety organizations have long been examples of organizational isomorphism. Community Policing has been at the forefront of change for many agencies as they look for ways to do more with less. Even though the concept is over 20 years old, the philosophy keeps coming up as agencies look to new ideas that will help to curb crime in their communities. Larger agencies are usually pushed to make this new change in philosophy from political pressures driven by unforeseen acts in the cities. Smaller agencies follow closely as their communities border these larger cities and look to service their citizens and appear progressive.

10.1 Making the Invisible visible

I agree that we are still "trying to figure out appropriate contexts and means for the new way of interacting."
For instance, the online class (web-based instruction) has not yet become transparent to the educational process. We still aren't comfortable with the customs and haven't taken their success for granted. Our instructors are not yet integrating their lessons to access all of the learning domains. They are still adding the web to their reading assignments. Where are the video shorts offering a visual representation of the chapters? How about some audio segments in the professor's voice? And where are the pre-tests to demonstrate retention of new knowledge?

The web technology in use today has a long way to go before it becomes transparent to the learning process. Let's hope it survives the novelty and becomes integrated in the delivery of curriculums throughout education.

9.5 Keys to Creative Ideas

I wrote this blog earlier in the day (Saturday, 11AM). I couldn't post it because it didn't fall into the 12 hour time frame. So I had to wait to make sure I adhered to the rules. Needless to say, I had a long night of work and "life" and I failed to post in time. I was going to forgo the posting to communicate my protest of the "letter of the law": turning the blog on time. But I decided to rise above that and that it was the learning process that mattered. I'm not going to document the circumstances for not posting the comments within the 12 hour period. I'll just post them here and move past the policy and gain the knowledge of "process". I don't know if the rest of you have experienced this uneasiness over the structure of the posting within a specific time period, but since we don't meet in class I can't gauge the issues by asking my neighbor in class. So, here is my post, I thought it stimulated some interesting thoughts regarding some experiences I've had in creating ideas. The post may not have been added to my grade, but it still came from the motivation to gain knowledge and participate...

After reading Box 11.8, Keys to Creative Ideas Generation, p. 335 I recalled the last two brainstorming sessions I facilitated at work. One involved a group where I was brought in to evaluate the direction of the recruiting campaign. The other involved the creation of a theme for the annual report. In the recruiting campaign scenario I was asked by the groups supervisor to come in evaluate the ideas that were being proposed. After sitting quietly for about an hour listening to the new ideas that were being brought forth, I had my turn at the floor and offered my praise for all of the work that had been presented. I then shifted gears and moved into “brainstorming” mode. I tried to connect to the affective domain and create some buy-in. Within a few minutes the room was buzzing with smiles, new ideas, and not so great ideas. I busy writing the ideas down on the white board.

I was striving for quality, jotting down whatever came through, improved on some ideas, and I offered no evaluation. In the end we came up with a new strategy and a slogan: “A Career of Opportunities”. From then on, we were the creative team with a mission and a mindset to promote the idea of a Career of Opportunities in all communications. The original meeting was a chance to display the ideas for Recruiting; the meeting ended as a brainstorm session for the new Recruiting Campaign!

9.4, Organizational Change

After reading Box 11.3, Voices from the Field, SeniorNet, p. 321, I thought about the changes for that group. Originally the organization was created to offer support in using and understanding computers. The wave of the web and the ubiquitous URL's constantly vying for attention at these seniors makes for an interesting situation. Although they need to provide entry-level instruction for seniors that have never worked with computers, now they'll need to offer various levels of training in the use of web technologies and web resources.

It’s a change that will put strains on the original mission and will bring new challenges to the core group of instructors. Since web technology is changing at a pace that demands monthly assessments, the organization may need to bring in Instructional Designers that would be tasked with creating tutorials that target the senior set at an asynchronous structure. The online tutorials would establish their familiarity with the technology and challenge them to reach out and discover new resources.

9.3, The Ambiguity of Multiple Meanings

I found this section of Chapter 11 (p.315) about Change being polysemous to offer some interesting ideas. As many organizations struggles with change, they have look inside and if they have the structure to manage the change? For example, technology has created a wave of change through innovation and efficiency. If the organization stands idly by for too long it appears to be lacking in vision. Having a mission statement that says the company is a leader in their field in innovation can ring hollow from hallways in the inefficient or empty offices. If change is inevitable in the products that are being produced, then the organization should also offer change in the way they train the employees. If the company needs to (change) do more with fewer resources, then it needs to look to creating a more positive environment for its employees.

9.2, Managing Conflict

After reading Chapter 10, Managing Conflict, p.290, I couldn't help but look back at an incident that happened to me last week. I've been working on the Annual Report for the organization (I'm making the final,final, changes this week). I received an email from a team member regarding an image that was used and how the Chief wanted it removed. In addition, I was told to have the report completed by 10/31 - "no questions asked." I fired off an email describing my issue with the arbitrary nature of the removal of images, among other things. Needless to say, I started quite a stir. Within 2 hours of my email I received phone calls from some of the email recipients (copied recipients) stating that it was an email that needed to be shared and that I was correct for demanding an audience to state my design philosophies. As a creative person on the project I felt that I needed to explain my ideas and the reasons for the selections of images.

What happened next was I experienced the, “Competition, forcing, or dominance” style of managing conflict. Although I have to admit I didn’t feel anyone was managing the conflict. I was told,” we don’t have time for a meeting with you and get the changes made, or else.” I have to agree with the Five Basic Styles for Conflict Management (Box 10.7) and the inappropriate use of style. In this case, I was denied the expression of my needs, and I will look to remove myself from working under those conditions in the future – otherwise I will surely have more disruptions.

9.1 Managing Conflict - Marketization

In Chapter 10, p.281, the book discusses the marketization of social domains. In this particular case they talk about the marketization of the "internal" organization and creating "internal customers". They extend this concept to the individual employee as a "company" competing with others in the internal marketplace. I can see how this concept has merit. Depending on the size of the organization, I can see how members of the organization might realize their importance in the company by imagining that they are small companies. As a small company you might value the importance of customer service. Interacting with other employees (companies) will be valuable in the success of your "company". Making sure that your communication is respectful and clear will make you more effective and bring you valuable networking clout. Being effective might bring you opportunities..franchise?

8.5 Power and Control: The Expression of Dissent

In Voices from the Field, Box 9.11, The Expression of Dissent in Organizations (p.267) I was reminded of the monthly newspaper that I receive from my union. In the paper, there are a few consistent voices of dissent. I believe that they practice upward dissent in two parallel planes. Most of the time they are criticizing the City for their lack of support on monetary and retirement issues. And when they aren’t bashing the City they look to the administration to critique their lack of leadership and/or vision.

Most of the time the author is within reason for the criticism, but many times it seems as if they are fanning the flames of conflict just for the exercise. As a reader I have taken the position of being observant and open-minded to the discourse. I believe that there is a place for this dissent and I commend those authors for taking the time and the energy to look at the organization from a different perspective. This communication is vital to creating movements of change and bringing issues to the forefront of a prioritized agenda.

8.4 Systems of Control

After reading Box 9.8, Systems of Control in Organizations: Ideal Types (p.263) I thought, “is there someone in the organization that actually thinks about the system of control?” I’ve been working in city government for over 23 years and in the early years I was very subordinate and just did what I was told. I never thought that the information I was being given should be questioned or altered. After about 15 years, I realized that the people in leadership weren’t there just because they were the best the organization could provide. I found that some of them were they because they tested very well.

So when I thought about the forms of control: Simple, Technical, Bureaucratic, and Concertive, I can see that as a member of this organization I had been exposed to the first three during the first 10 years. After achieving some success in the organization I have found myself in the Concertive Control on many projects. Although many times, the Concertive nature of the “control” is only felt because I am working alone on a creative project.

8.3 Participation and Self-Maintenance

Chapter 8, p. 233 talks about macro-level challenges of self-maintenance, autonomy, and goal persistence in voluntary organizations. The problem of self-maintenance through good and rough times is something that is well known in most volunteer groups. They talk about keeping the social commitment to keep the organization moving forward. I recently joined a volunteer group at my kids’ high school. The group was formed as the “Education Foundation”. I remember reading about it on-line and decided to participate. I spent the first five months building a communications strategy for the group. We eventually took on the task of organizing an Art Show. It took all that we could do as a group to hold the event. At the end we were glad it was over and the organization yielded some funds.

The interesting thing is that this year, the same enthusiasm for organizing the event is not there. It seems there isn’t the same enthusiasm for the event or the organization this time. Maybe we needed some new “blood” (new members) to move us forward and take some leadership roles.

Alas, no new members joined our group to move us forward and we may have to find the energy (somewhere) to get excited about this event again!

8.2 Difference among Teams

Larson and LaFasto give us an interesting concept of differentiating teams when focusing on their objectives (p.229). They categorized them as being: problem resolution, creative and tactical. I recently had to work on our organization's Annual Report. I was brought into the team to provide the graphic design support. Initially I was given a very short timetable to complete the project. I objected to the restrictive timetable and suggested that it increase from 2 months to 4 or 6 months. They compromised on 4 months.

An Annual Report tells the story about the organization. Images and graphics help to make the statistics more palatable and the stories more interesting. For me this was a creative project through and through. According to Larson and LaFasto the creative team should have autonomy to create, rather than be closely supervised or required to adhere to restrictive guidelines.

Over the last few months I have experienced a lack of autonomy with the project and the focus seems to be shifting to a Problem Solving Team. In the last few weeks the comments have turned to “just get it done”. I must admit I wasn’t prepared to realize the change in focus.

8.1 Participation, Team, and Democracy at Work

After reading Deming’s 14 Points (box 8.3, p. 221) I can see how the Japanese companies flourished into the dominant economical power. Mr. Deming’s ideas about improving the quality of the products that a company makes seem to be a template for success! Each Point seemed to be a pathway for succeeding in creating organization where there was none. For instance, Points 1 & 2, spoke directly to the overall idea of improvement. Creating a philosophy of instilling quality first and numbers last would seem to be a holistic approach to achieving a successful campaign! Creating "constancy" in the "purpose" of why you are creating the product and then creating a message that adopts the new philosophy would seem very important to the success of this new vision. It would seem to be a very monumental task in trying to convince an established organization to look at itself and think about reorganizing. Would it be the need to create profits that might allow them to look at this new idea?

7.5 Traits Approach

I found the content on leadership emergence and effectiveness to be rather interesting (p.187). As our country is in the midst of selecting a new leader, I have to take a moment to decide whether I am looking at the candidates as showing characteristics of emergence or effectiveness.

Both candidates have demonstrated leadership in their journey to the top of the ticket. Maneuvering their campaigns and making decisions daily on their personnel has highlighted their effective traits as leaders.

I find that Obama seems to be emerging as the leader. His intelligence and communications skills are by far superior to his opponent. In addition, when you compare Obama to the previous President the contrast in leadership qualities is even higher. Maybe our country is ready for a President to have some leadership characteristics that can inspire a nation and bring respectability back to the USA.

7.4 Managers may not be Leaders

In Chapter 7, (p.181) the book discusses how most writers about topic of leadership focus on leadership from management. I agree that leaders and managers are different. In my opinion the leader should inspire and motivate the group; the organization; the company; to reach for potentials not yet experienced. I find that the manager is the organization’s controller; the watchful eye on the production. We need managers to keep the company going. But we need leaders to move the company in new directions; to challenge the status quo and do a better job!

How can organizations develop these leaders? How can it identify managers and potential leaders? The process for promoting is sometimes very rigid and casts aside what may be leadership qualities in potential candidates. How can we eliminate the animosity that will surely develop when managers see themselves as leaders and seek to sabotage their potential bosses?

7.3 Interorganizational Relationships

After reading box 6.7, Some Types of Interorganizational Relationships (p.161) I was reminded of my time at the Cambrian Business Association. The new business association invited all of the businesses in the City’s District 9 (San Jose) area to be a part of this new group. I joined in late 2005 and after attending the first meeting I found myself voted in as president. I was asking some questions about the organization and when it came time to vote for a president--the room went silent. Someone turned to me and said, hey you asked some good questions – you should be president. I shook my head no and others joined in with smiles and cheered me on. Reluctantly I accepted and so I began my 20 months as president. The experience of being a leader of the local businesses taught me about the importance of communications and building relationships.

I immediately moved to solidify some communication staples: I designed the new logo for the association; appointed a group to create a mission, and created a speakers forum for businesses to exchange ideas. It was a great time!

7.2 Network organizations that work to get things done

In chapter six (p.158) Communications scholar Farace and his colleagues identified three types of networks. They were: production networks – involved with getting the job done; innovation networks – tasked with creating and developing the new ideas; and maintenance networks – established to maintain the social relationships. These networks made me think of a new program that was developed at my agency. The new program was rolled out and members were asked to utilize it. What I found later, was that people met to create and design the new program, but never coordinated or invited the people who were going to use it. The new program was going through rough patches of inefficiency in workflow and receiving many questions about the operations. Had the organization identified the network organization, they would have created some communication between the networks and had a more successful rollout.

7.1 Key Elements of Relational Interaction

I went to lunch last week with a colleague who was working on a part of the larger project I was designing. I have known this person for over 20 years and I have worked with her on various projects over the last 5 years. After reading "Key elements of relational interaction" (p. 144) I couldn't help but look back at this lunch date. The definition of the situation (the understanding of the conversation we were having) moved from polite and happy to heated and loud. For me my instrumental goal was to discuss the work that she had done for me on this large project. After a few minutes it was clear that the communication she was having with me was identity based. She was trying to make herself out to be the victim in what she characterized as work she didn't have time to do. I countered with an argument that her "group" was responsible for the delivery of the "content" for my use. Secondly, her group failed to edit the content that she was complaining about.

Needless to say it got to the point where she wanted to forget the work that she had done and suggested that I not use her work. I reasoned with her about my disappointment with her group not getting her involved in the process sooner. I had the last word, and then she got quiet. She then said, "did we just get in our first fight?" I laughed and told her that we were passionate about our roles in this project and that we both wanted the same thing. We just needed some "legitimation' (I didn't tell her that, but now I know what I word I was looking for) to feel valued about our contributions to the project. We smiled and I paid for lunch. We went out to Cost Plus and purchased a screen for her cubicle. I opened the box and assembled the screen for her at her desk.

6.5 Marketing,...Public Relations

After reading Box 5.4 (p.119, Cheney, et al) I found myself right in the middle of the discussion. You see over the last three years I've been involved in the "marketing campaign" to attract new members to our department. I was brought on to the project after a manager thought he wanted my input on what his subordinates were developing. As I sat at the meeting I was introduced, to what appeared to be months of design and development of a new logo, and posters that were targeting a specific audience. After all of the presentations I had my turn at the floor.

I just couldn't see the value in what was happening at this meeting. I went up to the white board and I asked? Why do we need a new logo? The new logo had been designed with the physical image of our state behind the star. One person said, "people don't know where we are located." That's when I realized that we, as an organization (at least this group), weren't confident about our "brand". I spent the last 15 minutes discussing the merits of our existing logo; a logo that we have had for the last 30 years; how we were the oldest, largest, and most progressive agency in Northern, California.

I began to realize that I wasn't only developing and designing marketing materials for the target audience (potential candidates to join our department), but I needed to create brand awareness for the members of the department, and begin to take advantage of exposing the community to our brand. This organization was realizing that it needed to be mindful of the message (the brand) within the organization in order to take advantage of creating a positive message outside of the organization.

6.4 Creating Identities

I remember when I saw my first Mac. My wife had received it as a reward for doing some great work for the school district (1990). It came with a bundle of software and a large black and white monitor (Radius, swivel type). Anyway, I learned to use the Mac and found the operating system to be intuitive for the most part. Soon, I was exposed to PC’s at work and I managed the Microsoft operating system.

Fast-forward ten years and at least 10 more Mac’s, my allegiance to the Apple brand was clearly solidified. My loyalty to the brand gave me a sense of pride in knowing that "my company" (Apple) was the designer of the most popular and interesting machines of our time. They (Macs) may have not have been in every home, but the attention to design; the high cost; the exclusive software packages; and the creative users that owned them; gave me more satisfaction as a Mac person. Even as the Apple Company was facing extinction years ago, I wondered how could a machine designed so well be dismissed? The rise of the company and the introduction of the iPod brought many new converts to the community of “well designed things”. Today the Apple logo thrives and is as “cool” as ever.

6.3 - Memorable Messages

After reading Box 4.10 I thought about some memorable messages at my organization. I do recall a message in a newsletter from a supervisor I had worked for. I had worked for him for about one year. He had been newly promoted and turned out to be a very fair and decisive leader. In this newsletter, he was saying farewell to the organization after 25+ years of service. As you read the letter you could see that he had experienced a lot in the organization. The places and assignments that he had worked made you think, “boy, what a great time he had”.

For the last 3 years he had been a helicopter pilot for the department and prior to that he was a motorcycle officer for 5 years. Although I'm not a pilot or ride a motorcycle, he made the assignments seem rather exciting and out of the norm. His final words were, "can you image I was getting paid to do this?"

We were obviously reading a message from someone who had fulfilled his goal of making his job a career filled with enjoyment and satisfaction. The personal message being delivered was a part of the organizational communication stream and it filled with satisfaction, enjoyment, pride, and accomplishment. That's the message I got from it. Interestingly enough, during his career he had been passed up for promotions several times and was bitter for a few years. I guess in the end the snapshot of our time with the organization is much better than we experienced. Maybe we just want to be retiring from a really good place.

6.2 - Doing Culture

In Chapter 4, p.94, the book describes how organizations "do culture -- or communicate culture -- simultaneously at several levels". When I reflect on the weekly meetings I attend I can't help but realize that there is culture within the unit being communicated to the entire bureau. The leader sits in the same location every time while being flanked by his managers on one side, the rest of sit as far away as possible in order to not be the focus. The banter begins as the leader beings to either poke fun at the support personnel, or criticize the attire of the new member of the unit. If the new member takes the ribbing in stride, he's passed the test and the leader can move on to business. If the new member is sensitive and reacts with sensitivity, the others in the room smell blood and proceed to join in. Call it a hazing of sorts, but in the first few minutes of the scheduled weekly meeting it does make for some humorous times.

6.1 - Culture, Subcultures, and Organizational Socialization

After reading Box 4.5, Baseball and Culture (p.90), I decided to reflect on the last eight years of: attending, volunteering, coaching, and watching little league baseball. When I think about little league in the functionalist perspective, I find many positive attributes for the child and the parents involved. As an organization, the hundreds of volunteers all contribute to the culture of fair play, team building, competition, gaining skills, and promoting the game that we (as parents) either played or enjoyed watching. From the practices with the boys; conducting drills; diagramming plays; giving speeches before games; and counseling; the parents coaching the kids were providing some guidance and building a better community.

On game day, the stands would fill with parents, friends, aunts, uncles, and grandparents. Most of the time they cheered and many times they were impressed with the skills of the boys. For 2.5 hours on game day, the boys could leave their real world behind and be a part of a team that recognized them; that looked to them for contribution. For some of the boys, it was an opportunity to be a part of an organized group that had welcomed structure and hierarchy.

5.5 Features of the Language Itself

In Chapter 15 (p. 462), "Here, we focus specifically on some key ways in which language is deployed in organizational messages..." Organizations may be employing this strategy of crafting language that will alter their message to create a reality that benefits their bottom line. Metaphors; Use of pronouns; Personification; Narrative; Expressiveness; are some ways to use the language to frame the message. I'm probably going off base here, but when are we just reading a message without such strategy behind it? When the book says, "the deployment of the message", I envision a communication specialist; wearing a dark uniform, reviewing the actual message (from the manager) on an overhead, editing it to make sure the "keys" hide the true meaning.

5.4 - Analysis of Interaction

After reading Box 15.5, Analysis of Interaction, I came away with the feeling that this type of communication occurs daily in corporate America. Being recognized for your worth to an organization is something that Organized Communications may be able to keep in perspective. If companies looked to their internal and external publications to recognize their contributions by their employees, many employees might think twice about moving on.

We all have to decide what we want in a career, but recognition by your peers and the leadership in your organization offers a distinct and immeasurable quality to your job. Recently the City of San Jose has started a program that seeks out to recognize its employees for jobs well done. Although the program is new, the merits of its goals represent an effort by the organization to recognize the good work their employees do. This type of program can garner dedication and innovation from employees that now see themselves as an integral part of the organization.

5.3 Organizational Communications project

When I thought about this project I immediately focused on my idea of Design and Communications. I have suggested this idea to the administration over 1.5 years ago and although it has been given a thumbs-up by many in the leadership, it has not been able to implemented in its full structure and vision. I have been working with a small group that believes in this strategy and we have successfully completed many projects.

What I'd like to research is what public safety agencies are doing about Organizational Communications. How are they integrating technology? How are they incorporating the transparency that most agencies have been asked to envision. How are they adapting to the web technologies?

5.2 What is knowledge?

Collaboration or Framing?
When I read box 15.4, Voices from the Field, “What is knowledge?” I came away feeling a little uneasy about the process of gathering statements from interviews. It appears that Barbara Schneider, University of Calgary, was very thorough in the collecting of the data from the interviews. However, when she makes the comment that, “the answer is thus not the teacher’s alone but is a collaboration of interviewer and interviewee”, I have a problem with this, especially if this is supposed to be an objective report.

If we are going to interview someone and collect their thoughts, shouldn’t we report them as they come to us? I don’t understand how shaping the questions to gather certain responses will lead to anything other than the interviewers goal of writing a report that supports his/her opinion. Is this knowledge or an extension of the interviewers’ opinions.

When Schneider states, “The answer is then compressed and transformed in the notes”, can we rely on the objective ideology from the interviewer? If this report/knowledge gathering exercise is to shape an opinion, then it needs to be clear to the reader they are reading an opinion piece, not a report on stated facts.

Blog 5.1

Voices from the field
The idea of going "native" in your organization to study the aspects of organizational communication I believe has varying degrees. Like J. McMillian states, "I have learned the pitfalls well: people may be too willing to talk, especially the chronically dissatisfied." Recently I was put in charge of designing the department's Annual Report. The core team consisted of three individuals and we were tasked with putting the document together.

The process of gathering stories about interesting things that have gone on through the year was rather revealing. There seemed to be some bias on who got in and who didn’t. While I was asking for bios of the leadership I would receive some documents that were filled with years of service and a variety of career paths. Eventually I was in a meeting where all of these bios were reduced to three sentences because they didn’t want one manager to look less than the others.

The process of creating a document that reflects the organization for a particular period involved some revealing moments that I would rather have not been privy too.

Week 4, post#5

Organizational Goals and Ways to Achieve Them
I found this section (Chapter 3, p62) very interesting. The German political theorist, Robert Michel believed that over time that all organizations move to oligarchy (a small group holding power for the whole organization). I tend to agree with this theory. Even the concept of the hierarchical system we discussed earlier in the week seems to lend itself to this eventuality. The top leader surrounds herself with a small group (chiefs) that will go out and make sure that they (leadership) remain in control and that the wishes and the goals of the leader are met.

Will the leadership look to the organization for new ideas and solutions? Do they feel that now is their time and they will decide what direction the organization will follow?

Creating a balance of power between the leadership and the organization (masses) that is built on the hierarchical system would be very difficult. I believe that leadership, in any organization, that is confident to know that they are in this role as stewards and not as rulers will have an easier time of building an environment that is progressive and open to change.

Week 4, post#4

Functional Theory
The functional theory model in the group dynamic seems pretty straightforward. I can see how this theory can lead to a working system of decision-making processes. The idea that the group makes a series of smaller decisions, that eventually lead to the positive movement of the goals intended seems rather logical. However, serving on many committees (groups) over the years on various projects has caused me to look at this theory a little closer. Obviously when I was working on these committees I didn’t have the hindsight of Organizational Communications study to determine whether the function of the group was beneficial or detrimental to solving the problems set forth.

What I do know is that my experience in these groups has given me some confidence in knowing what seems to work and what doesn’t. The four points about Functional Theory: Assessing the problem; Specifying goals; Identifying possible solutions; and Evaluating the positive and negative features of the alternatives, provide a working structure of locating solutions that any group or committee could use to help in offering some direction.

What I think is truly important is that the leader of this group needs to have some idea of organized communications in order for the group to succeed without too many obstacles (mainly their own lack of communications). The groups need to have a process where ideas are formulated and then discussed; arguments are addressed; and solutions are offered. If this system of communication is not provided for this group at the outset, then the series of smaller decisions will take longer to become solutions and the group concept will lead to an autonomous decision-making process. The group will become an official stamp of approval for the leader who lacked the organization skills to work collaboratively.

Week 4, post#3

Organizations as Brains, Computers, or Information-Processing Entities
The concept of having an organization function as a Brain, Computer or Information-Processing entity, seems rather far-fetched. Although I’m sure it can be modeled after these three structures, I doubt it can function for very long without running into issues that might make drastic changes.

Most organizations start out with an idea and it usually results in the production of a product or a service. In the beginning, the idea and the passion the owner has about this idea becomes the driving force of its continued success. Once the owner adds employees and increases production of this product or service he/she needs to develop a mechanism to coordinate and to communicate with all of its parts.

Communicating in the Brain structure would seem rather authoritarian. There would be one brain with one over-riding thought and moral process. Communicating in the Computer structure would require updates and adding new patches to help with breaches and virus. There would be a danger of continuing with ideas that start to fall behind the innovation curve. Communicating in the Information-Processing entity would seem rather mundane as the process of information is about the input and output of data.

Week 4, post#2

Rationality
Creating an atmosphere of rationality in the way business is conducted at my organization would be a feat unto itself. We would have to create a unit that would make the art of developing logical reasoning the order of the day. Actually, I have suggested the idea of creating an Ombudsman. I have listened to the Ombudsman for NPR radio and found the job fascinating. According to the NPR web site, the Mandate and Office of Ombudsman:

1. The Ombudsman is the public's representative to National Public Radio, empowered to respond to significant queries, comments and criticisms regarding NPR programming.
2. The Ombudsman will serve as an independent source of information, explanation, amplification and analysis for the public regarding NPR's programming and NPR's adherence to its programming standards and practices.
3. The Ombudsman is empowered to receive complaints from the public regarding NPR programming, and refer the complaints to relevant management for response.
4. Should a complainant deem a response from NPR management unsatisfactory, the Ombudsman is empowered to investigate NPR's standards and practices with regard to the matter raised, respond to the complainant, inform the management of findings and conclusion, and make public any conclusion(s) if the issue is relevant to people other than the complainant. The Ombudsman may also intervene if NPR management fails to provide a timely response to a complaint.
5. The Office of the Ombudsman is completely independent of NPR staff and management, reporting directly to the President and, through the President, to NPR's Board of Directors.
6. The NPR Ombudsman will identify issues and trends in contemporary artistic, editorial, and journalistic broadcast programming for the benefit of NPR's professional staff, member stations, and the public. The Ombudsman will use on-air broadcasts, and online and public discussion groups to present issues and suggest ways for NPR's practices to uphold the highest professional standards.
(There were a total of 9 mandates).
To me I liken the Ombudsman to the person who needs to be objective and reasonable in how they receive/deliver the communications. The independent nature of the position allows for the perceived objectivity that would be necessary to ensure a satisfactory resolution.

If this position would be created in the public safety arena I believe it would be a win-win scenario for all stakeholders. The community would benefit in having the opportunity to offer criticism, praise, or complaint about the agency, and/or the body that audits the agency. The agency would be able to use the comments garnered from the Ombudsman to strengthen their continued success of value added service. They would also benefit from the complaints and look at ways to reduce these negative comments.

The Auditor would benefit from the Ombudsman by increasing its value as a resource to the community member by utilizing the complaint process with a focused priority.

Both entities currently seem to have an adversarial relationship. The Ombudsman would benefit both groups by being the voice of reason and objectivity.

Week 4, post1

After reading the chapter on Organizational Structure and Process I couldn't help but reflect on my own organization. The organization that I work for is steeped in structure, hierarchy, authority, differentiation or specialization, and bureaucracy. This organization strives on the system of hierarchy and makes no mistake that the leader of this organization is a “chief”. This organization survives through the formalization of rules, regulations, and norms. This public safety entity requires structure to create communication from within the organization. The uniformed members require that the hierarchy be sound and non-wavering. The plain-clothes personnel also work in this hierarchy, but they are more lax in their show of formality. It’s interesting how the chapter ends with the notion that even though your organization may look sold, it may be that it is more fluid and what may seem malleable may actually be rigid. I can see how this dichotomy of structures might be present in this organization. I have been present where projects were affected by the lack of leadership in the hierarchy. This lack in leadership affected the outcome and process of the project. Regardless of the leadership in this particular process, the organization is large enough to absorb and to produce an outcome. As the organization gets larger the instances of the structure inhibiting the production of efficiency is greatly increased.

Adding the Class

Looking forward to catching up with all of you!