In class we discussed quite a bit about the Googleplex and the work enviornment. Here is their website.
http://www.google.com/corporate/culture.html
You can take virtual tours of the office and look at their many feautres! Insane! Enjoy!
Do You Prefer A Male or Female Boss?
http://www.youtube.com/watch?v=Ps5yOSc8GCQ
Interesting news clips about whether you prefer a male or female boss!
Interesting news clips about whether you prefer a male or female boss!
Why Are My Posts Backwards?
I cannot for the life of my figure out how to rearrange my post to go in chromatic order, sorry blog readers!
Question 6: Cultural Elements in SuperCDA
Organizational culture is defined as “actions, ways of thinking, practices, stories and artifacts that characterize a particular organization.” (127) These parts all play a part in an organization’s symbolic environment which can determine a lot about a company. While working at SuperCDA, the main cultural elements that play a part in our company at metaphors, stories, artifacts and performances.
First, metaphors are used to encourage bonding within the company. Metaphors, according to our text, are “figures of speech that define an unfamiliar experience in terms of another more familiar one.” (128) At SuperCDA, we are all considered a “family”. One employed there, you are a part of the “family” and are considered a bonding unit. My colleagues and I have even gone as far as assigning family roles to certain individuals. For example, my male counterpart, Jordan, is often referred to as “Dad” as I am referred to as “Mom”. “Mama V”, as they do endearingly address me, is a role I take on when people need to be nurtured. With this role sometimes comes very female oriented tasks (like if a special project needs creativity or visual content), I am on the in charge. If something needs a very male, “dad” like opinion (like moving heavy boxes), Jordan is in charge. Our boss, “Grandpa D”, is like the grandfather who is wise and oversees all tasks. Though this is playful, it absolutely conveys the “family like” metaphor that our text was trying to grasp.
Next, stories play a huge role in our everyday at SuperCDA. Generational stories are often told during meals when we all sit together of past employees, tragically funny campers and awkward situations. These stories convey who and what is valued in our work culture, as well as what is not valued in our work culture. These stories are referred to time and time again when giving example of how to act, or deal with a problem versus how not to respond when in a bad situation. Stories become timeless and shape the organization’s values and those who work in it.
Artifacts also play a part in working at SuperCDA. Artifacts are tangible or physical features of an organization (129). The most obvious artifact is our costuming. At SuperCDA, we are required to wear matching clothing everyday of the week. This work attire includes khaki shorts and the matching SuperCDA tee shirt. Girls are to wear their hair half up and half down while the guys are to be clean shaven. Also, tennis shoes (or cheerleading shoes) are a must since you are interacting with cheerleaders by giving hand on instruction everyday. Aside from all looking uniform to be professional, it is also essential so the campers can distinguish staff from non staff members. This way, if there is any questions on material we present, they can find a SuperCDA staff member quickly to follow through with their concern.
Finally, the art of performance is done everyday at SuperCDA. In fact, we are primarily a performance company. Performance centers on rituals, passion, sociality (or organizational etiquette), politics socialization of new members, and identity (Pacanowsky & O’Donnell-Trujillo, 1983). Cheerleading is a performance based activity. As staff members, the way we make money is by selling our choreography and instruction to teams who enjoy how we physically perform. We like to perform fun, interactive routines that pumped up our campers to be excited to learn and work hard. This performance work ethic sells clients to want to attend our camps and training sessions.
All in all, cultural elements are essential to an organization’s success. Especially in a company like SuperCDA, having concepts like metaphors, stories, artifacts, and performance sells the company and improves employee happiness. These small features build SuperCDA’s values and help expand the companies proud image of being one of the best private cheerleading organizations in the nation.
Question 7: Male vs Female Manager Styles in the Workplace
Feminine values have recently become present in the workplace. As Marie-Therese states, “The values contrast with competitive and authoritarian approach usually associated with traditional masculine management as they are based on consensual relations and inspire a different management approach to communication, leadership, negotiation, organization and control.” (121) A company, like SuperCDA, benefits from having both the traditional male management values and the feminie values at the same time. The balance of both keeps the staff and clients happy, which then provides a successful business.
The place I work, SuperCDA, is has a mix of both masculine and feminine management style. Unlike the feminine style of management which can be described as “social-expressive”, my boss emphasizes instruction giving and instrumental. However, there are times which the working environment is calm and nurturing.
I think SuperCDA has do be a mix of both masculine and feminine management styles because of its clients and purpose. Because we deal with both children and adults, the management styles switch depending on the client you are directly dealing with. When instructing an employee in front of children, it is important for the company’s image to manage from more of a feminine style stand point. However, when we are dealing with difficult coaches or parents, it is important to have more of a masculine management persona in order to not be perceived as a push over.
The chart found in Figure 12.1 of the Marie-Therese article compares male versus female managers. As a manager myself, I find many of my managerial characteristics in both quadrants. From the male manager side, I identified most with two concepts. First, male managers tend to exhibit a preference for live encounters. Especially in the organization I work for, this is important. I am working with teams and coaches everyday. If there is ever an issues, it is important for me to deal with them head on, face to face. If there is an issue concerning the hotel, I need to have live interaction with the hotel manager in order to see the results I want. Simply writing emails or leaving notes will not create the results I want. Also, with live interaction comes immediacy. I like to problem solve fast and not sit on an issue for longer than it needs to have attention on it.
The next concept I associate with is male managers maintain a complex network of relationships with people outside their organizations. Networking is a skill I like to pride myself with. I keep very good contact with people both involved with SuperCDA and other related organizations. I like to maintain good friendships and relationships with these people in case I need help or assistance in the future. This concept is also seen on the female manager side of the chart.
From the female manager side of the chart, I only associate myself with one of the characteristics. According to the chart, female managers tend to work at a steady pace, but with small breaks scheduled throughout the day. This holds true not only at my work at SuperCDA, but my work ethic in general. Especially dealing with academic environments, I like to work at a steady pace and take small breaks to refocus. I find the breaks are used as an incentive for working hard and efficiently during my time set aside to work.
In my opinion, men and women these days don’t really have different managerial styles. I think the managerial styles are strictly a result of what the company expects and what your client is. Whether or not a man or women worked in my position at SuperCDA, my boss would have the same expectations regardless. The better evaluation would be looking at the organization, who the staff is and who the clients are. From what I have experienced, the “iron maiden” is no longer a stereotype in the workplace. Women are no longer subjected to stereotypical female roles and can now take on the same tasks as men. As time goes on, the glass ceiling will hopefully lift and the expectation of women in the workplace with no longer have gender differences and opportunity with be equal.
The place I work, SuperCDA, is has a mix of both masculine and feminine management style. Unlike the feminine style of management which can be described as “social-expressive”, my boss emphasizes instruction giving and instrumental. However, there are times which the working environment is calm and nurturing.
I think SuperCDA has do be a mix of both masculine and feminine management styles because of its clients and purpose. Because we deal with both children and adults, the management styles switch depending on the client you are directly dealing with. When instructing an employee in front of children, it is important for the company’s image to manage from more of a feminine style stand point. However, when we are dealing with difficult coaches or parents, it is important to have more of a masculine management persona in order to not be perceived as a push over.
The chart found in Figure 12.1 of the Marie-Therese article compares male versus female managers. As a manager myself, I find many of my managerial characteristics in both quadrants. From the male manager side, I identified most with two concepts. First, male managers tend to exhibit a preference for live encounters. Especially in the organization I work for, this is important. I am working with teams and coaches everyday. If there is ever an issues, it is important for me to deal with them head on, face to face. If there is an issue concerning the hotel, I need to have live interaction with the hotel manager in order to see the results I want. Simply writing emails or leaving notes will not create the results I want. Also, with live interaction comes immediacy. I like to problem solve fast and not sit on an issue for longer than it needs to have attention on it.
The next concept I associate with is male managers maintain a complex network of relationships with people outside their organizations. Networking is a skill I like to pride myself with. I keep very good contact with people both involved with SuperCDA and other related organizations. I like to maintain good friendships and relationships with these people in case I need help or assistance in the future. This concept is also seen on the female manager side of the chart.
From the female manager side of the chart, I only associate myself with one of the characteristics. According to the chart, female managers tend to work at a steady pace, but with small breaks scheduled throughout the day. This holds true not only at my work at SuperCDA, but my work ethic in general. Especially dealing with academic environments, I like to work at a steady pace and take small breaks to refocus. I find the breaks are used as an incentive for working hard and efficiently during my time set aside to work.
In my opinion, men and women these days don’t really have different managerial styles. I think the managerial styles are strictly a result of what the company expects and what your client is. Whether or not a man or women worked in my position at SuperCDA, my boss would have the same expectations regardless. The better evaluation would be looking at the organization, who the staff is and who the clients are. From what I have experienced, the “iron maiden” is no longer a stereotype in the workplace. Women are no longer subjected to stereotypical female roles and can now take on the same tasks as men. As time goes on, the glass ceiling will hopefully lift and the expectation of women in the workplace with no longer have gender differences and opportunity with be equal.
Blogging Saves Trees!
I both liked and disliked the blogging assignment for a few reasons. The main reason why I liked blogging is its convenience. I was able to turn in assignments just by using the Internet. There was no need for hard copies of any assignments (which saves trees! and Vince, you know how concerned I am about the environment!)
Also, I found blogging interesting because it was a new tool I have never used. This semester, I blogged both in Organization Communication and Linda's New Media course. In both instances, I have been able to explore the world of Blogspot and create new and interactive websites. I like the informal style of writing blogs use. Also, I like that you can be creative in your presentation of the blog.
Other than having a few technical glitches in the beginning of the semester with my blog, I did enjoy playing with it frequently and posting my assignments. I recognize that it may be a pain for you to grade, but I do think as technology advances, having a blog for students to post assignments on will probably be much more common. I say keep the blog!
Also, I found blogging interesting because it was a new tool I have never used. This semester, I blogged both in Organization Communication and Linda's New Media course. In both instances, I have been able to explore the world of Blogspot and create new and interactive websites. I like the informal style of writing blogs use. Also, I like that you can be creative in your presentation of the blog.
Other than having a few technical glitches in the beginning of the semester with my blog, I did enjoy playing with it frequently and posting my assignments. I recognize that it may be a pain for you to grade, but I do think as technology advances, having a blog for students to post assignments on will probably be much more common. I say keep the blog!
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