Web Poster 5 - Effective Leadership in Organizations and Cultures

My department in about 60% Chinese and the remainder are from various backgrounds.  My current boss seems to be completely oblivious to the fact that not everyone in our department is Chinese.  She talks in Chinese and forces everyone to go to Chinese restaurants for team lunches, etc.  She's extremely smart and nice, but tries to micro-manage us and does not give us much freedom to make our own decisions.  I can see that most of the Chinese employees seem to get along with her but everyone else hates her.  It's unfortunate because she does make an effort and I often wonder if it's because she has not adapted herself to diversity of our group.  David specifically addresses this in his web poster and his research does indicate that the Chinese culture does use more of a transactional approach.  Surely if my boss adapted herself more to the American culture and tried to use transformational leadership she would be more successful with non-Asian employees.

I found this web poster to be extremely informative and thorough.  I thought the section on the four leadership approaches were especially interesting.  I think situational leadership is one of the most difficult approaches for a manager.  It seems to me like this approach should be the most successful but research indicated that it doesn't have a significant effect on team performance.  

Web Poster 4 - Organizational Communication and Cultural Change

Violet's web poster discusses the importance of an organization's culture and understanding the different aspects before attempting to make any cultural changes.  An organization's success is important to their success.  Too often organizations try to make cultural changes without proper procedures and implementation and are faced with resistance.  In her web poster, Violet discusses how sharing or telling a story can be an effective strategy to change a culture.  I found this to be interesting.  I also agree that leadership is one of the most important factors in a successful cultural change effort.  Surveys and interviews are a good way for organizations to understand how their employees feel.  I think when making any change, organizations should make an effort to understand how their employees currently feel and use effective leaders to implement the change.  Of course this is not always easy, as Violet explains in her web poster, change is usually resisted.

Web Poster 3 - The Effects of Corporate Culture on Front-Line Employees

I think this topic is especially important because the front line employee is who the customer interacts with.  The impression the customer takes away can make a big impact on whether the customer will return, especially in retail.  I can think of several instances where I didn't buy an item or started shopping somewhere else because of poor customer service.  It's the organization's responsibility to ensure that their front line employees represent the organization in an appropriate manner.  As Charlemagne points out in the web poster, corporate culture and employee satisfaction impacts how the employee represents the company.  I don't think companies give enough importance to this as poor customer service exists in every organization. Although I'm not sure that organizations are punished enough for their poor customer service, especially nowadays.  With technology, people are being replaced with automated processes.  The most frustrating is calling a customer service representative and trying to communicate with an automated machine.  

The web poster also discussed how decisions taken at the top affect front line employees.   Additionally the web poster discusses how reputation is important and can make or break the success of the organization.  I thought the ideas for future research were also well thought out and the links were very informative.

Web Poster 2 - The Effect of Gender on Verbal and Non-Verbal Communications in the Work Place

I was especially interested in this web poster because I have had experiences working with both male and female managers. Some of the current research findings were interesting such as: women interrupt and talk less. In my experience, I had found this to be the opposite. I also never realized that women talk more about personal topics - this is definitely something to keep in mind when conversing with the opposite gender. In the classic research section - it was interesting to learn that because of their communication styles, men are more likely to suffer from information overload. I think overall, this web poster indicated that both the genders communicate very differently and that their styles are opposite in nature - no surprise! The layout of the web poster clearly separated each topic and made it easy to read. There were references to a lot of sources so it definitely included a wide variety of research. I also thought the website, 6 ways to improve your nonverbal communication, was useful as well. I never knew how important nonverbal communication (such as: posture, eye contact, etc.) was in the workplace, and this web poster really highlighted how we should all be aware of our nonverbal cues.

Web Poster 1 - Cross-cultural Communication Issues in USA and India Organizations

This web poster by Kartik brings forth some really important issues in cross cultural communication between the U.S. and India.  The introduction was especially catchy as it showed a picture of a handshake and provided possible ways of interpreting a handshake.  I never thought about and I had always thought a handshake was just a handshake - but as I learned from the web poster, it can mean much more.  The discussion on the differences between individualist and collectivist cultures was especially interesting and useful.  With all the jobs that are being outsourced to India, this web poster is especially relevant to the business world today.  Kartik's web poster has increased my awareness of the differences between the American and Indian cultures.  A successful manager must be able to understand and adapt as well as manage conflict in these cultures.

I thought Kartik's web poster also provided interesting suggestions for further research.  The fact that Kartik already has experience in both cultures makes this web poster stronger.  I really enjoyed reading this poster and I learned a lot from it.

11.5 How to get to the top

The way to the top should be through hard work, talent, etc. , but this not always the case.  Sometimes I look at people at the top and wonder how they even got there.  It seems a lot of people at the top of the organizational hierarchy are there because of their connections.  Some of the most brilliant and capable people never make it to the top because they do not know the right people.  A lot of people in leader roles are not qualified and make it to the top easily because they know or are related to someone important.  This is unfortunate for organizations and does not benefit them in anyway.  I also see a lot of companies that promote on the basis of seniority.  This does nothing to motivate employees either.  Just because someone is more senior does not necessarily mean that they are more qualified for the promotion.  For this reason, companies should have and enforce clear guidelines for promoting that are based on qualifications and capabilities.

11.4 Gender differences in management styles

I have worked for both female bosses and male bosses, and I have to say so far working for a male boss has been a much better experience. Being a female myself, I hate to feel this way, but it seems to be true. I have talked to many of my friends about this and they all agree. It seems that female managers are more controlling and there's more politics involved. With the male boss, everything was little more relaxed and open. My reasoning for this is that in male dominated organizations, women sometimes feel the need to try and "show their power & authority" by micro-managing. Although I completely understand that this could just be my experience and that this doesn't apply to everyone.

11.3 Too nosy...

One of my bosses is a little nosy and wants to know everything about everyone. She always asks me personal questions such as: salary, who we voted for, who we're dating, etc. I think she's just trying to be friendly and thinks that by discussing personal information, she can get close to us. It's always an awkward situation for me because I know that she expects an answer, but at the same time I don't feel comfortable sharing this information with her. I wish I could just tell her that I don't want to share information with her sometimes, but she's also the controlling type and I know she will take it personally. So it's a difficult issue. Managers need to make sure that their actions don't make employees feel uncomfortable and that they're not overstepping their boundaries.

11.2 Motivating workers during hard times...

With the economy being so down right now, it's certainly difficult to keep employees' spirits up and to keep them motivated. We were recently told that we may not get our big bonuses and salary increases this year and that's definitely the last thing anyone wants to hear. In times like this it's important for managers to make an extra effort to keep their employees motivated. There was a recent article in the WSJ that discussed this as well. The article mentions that that managers tend to criticize employees during tough times because they are under so much pressure to perform well. However, managers should try doing the opposite. They should provide recognition and encouragement. Communication is also important in times like this. Of course, everyone is worried about their jobs and management can make an effort to communicate that everything will be ok, etc.

11.1 I hate performance reviews!

Our company has decided to do 360 reviews this year and I do not like it! The reviews are to be done online and I am required to submit a review for myself, two colleagues, and my boss. The process overview indicated that comments would be compiled and included on a report verbatim, which would then be given to our boss. Of course, if my boss can see comments verbatim then she would be able to figure out who said what. So my frustration is that I cannot give honest feedback for fear that it would be traced back to me. I also know that my feedback probably doesn't matter.

There was a recent blog on the Wall Street Journal website that discussed why performance reviews do more harm than good and I really agreed with it. Yearly performance reviews are a waste of time because they often reflect your most recent performance. Often the good things and hardwork done at the beginning of the year are forgotten and a recent mistake can hurt your review. I also think that performance reviews contradict teamwork. Shouldn't the emphasis be on how the team performed as opposed to how the individual performed? The WSJ blog suggests that bosses should get together with their employees several times over the year to discuss goals and progress - known as "performance previews."

Our 360 reviews are a series of survey-like questions and rating scale of 1 to 5. I don't think employees should be rated this way, and one set of questions and ratings may not fit every employee. Managers should sit down with their employees and provide actual verbal feedback and encourage discussion. To me, performance reviews do the opposite of what they should: lower morale and discourage communication.

9.5 Degree of Change

Pages 323 through 327 discusses the dimensions of change.  I think that the degree of change can sometimes be the biggest factor.  As the book points out, first-order changes happen almost every single day and most people find a way to deal with it.  First-order changes are expected and people find it easier to adapt.  Second-order changes such as lay-offs are much more difficult for people to handle because they are unexpected.  Second-order changes can disrupt the system and create uncertainty, which makes it harder for employees to adapt to.  Of course, there will always be those who resist change regardless of the degree of seriousness.  

Although change does not have to be negative, it is sometimes perceived as negative initially until the benefits are seen.  We were recently told at work that there would be some changes in our budget due to the economy.  Our company takes its employees on a ski trip every January and this trip has been cancelled for 2009.  This change has been extremely difficult for most of us to accept.  Although this is probably the best decision for the company in the long run, it's being met with resistance.

9.4 Making organizational change a success...

On page 328, there is a discussion on what makes organizational change successful. This section highlights the importance of looking at the initial goals of the change and the unintended consequences. At the company I work for, there had previously not been an HR department. This year a new HR department has been implemented with 3 or 4 new employees and it has not been a big success so far. I think one of the major problems is that the intended goals of establishing an HR department were not communicated properly. Before the HR department, there were several employees that took care of the HR functions and now these employees feel like their responsibilities have been taken away. Their morale has been low and there has been some feelings of resentment. I think some of this could have been predicted and handled better, instead of the poor way in which it is being handled right now. There have been other unintended consequences and most of company has been showing resistance to these changes. Although it may be too early to judge the success of this change, so far it has not been going well because goals and consequences were not properly assessed or communicated.

9.3 Technology changes everything...

I never knew an organization existed just to teach those above the age of 55 how to use computers -- that's great! Box 11.3 discusses the changes that the organization SeniorNet must cope with. Any change in society affects organizations and people and everyone must make adjustments. I think ever since technology took over, all organizations and people have been forced to rapidly adjust and adapt to all these new technologies. Technology has changed many things in organizations; employees and managers alike must be open to these changes. There are still people that insist on doing things the "old-fashioned way" and it's not beneficial for the organization because there are more efficient ways of doing things now. For example, one of my co-workers still insists on filing everything as hardcopy papers instead of scanning and saving. It's a waste of time to go through her files and dig out documents. So I think in cases like this, companies should step in and make a rule and insist that the new method be adopted.

9.2 Managing Conflict

I really like how our authors emphasize that there is no one best style for managing conflict on page 291.  This is very true and it highlights the importance of a manager being able to adapt to the situation.  I think managers that approach every situation with the same style and outlook will run into trouble.  It is especially important that when there is conflict, the manager is able to adjust to the situation and use the appropriate approach to deal with the situation.  Box 10.7 shows five basic styles for managing conflict and a manager may have had to use every one of these styles at some point in their careers.  I think a successful manager should be able to identify the type of conflict and use the appropriate approach.  I see managers trying to use power and authority when they are faced with difficult situations and this may not always be the best approach.

9.1 Context of Conflict

The discussion on page 286 and 287 highlights that the context in which we experience conflict influences how we deal with it.  The authors discuss the differences between high-context and low-context cultures and how this can create conflict if people are not aware of these differences.  Organizational cultures also determine how we deal with conflict and I can understand how this.  For example, in the company I work for everyone is very formal and we are not encouraged to openly talk about our problems.  If a conflict does arise, it's more likely to be ignored or the more senior person would get his/her way.  However, many of my friends who work for different companies will openly talk about their problems or voice their opinions to anybody in the organization.  I don't know which way is better, both have their pros and cons.  In my organization, we don't really deal with awkward situations and conflict because everything is resolved through power.  This way of resolving problems is not the best way and only results in a false consensus.

8.5 Control through technology

There have been quite a few blogs already regarding the use of technology to monitor and control employees and chapter 9 mentions this as well. I agree that organizations should have control and should monitor their employees to some extent. I know when I am at work, I usually have my personal email open and I occasionally take breaks and surf the net, read news, chat, pay bills, etc. I also make phone calls and gossip with fellow workers. Likewise, when I am at home I still check my work email and if there are urgent requests I do those at home as well. Organizations should know that this is normal and expected. It's impossible for an employee to work for 8-10 hours a days without doing something personal. After all everyone has lives outside of work! If organizations want employees that are completely dedicated and are willing to put in a lot of hours then these organizations should be willing to trust their employees and accept that they will be doing personal things at work. I feel that monitoring key strokes, recording phone conversations, using cameras, etc. are violating. All that matters in the end is that the work gets done!

8.4 Too much control...

Whenever my boss gives me a task she insists on explaining exactly how I should complete it and when I should complete.  She also sets a deadline and sends a reminder and checks in with me several times.  I find that this is extremely annoying because often her way of doing things is different from mine and I think it takes the learning aspect out of it.  I would prefer to be given a task with a little explanation and try doing it myself and ask questions if I get stuck.  I think this an example of being overly controlling and not allowing for employee growth.  I often feel like I am not able express my creative ideas or try new things because my bosses ways are so rigid.  Even worse is that this leadership style damages the organization as well, because employees will not be innovative or motivated.

In looking at Box 9.8, I think this system of control is bureaucratic.  The supervision is rigid and does not allow for creativity.  I think that a concertive system of control would be more beneficial and allow for more employee involvement.

8.3 Power

Often people think that those at the top of the organizational hierarchy have all the power; this is not always the case.  It's not always obvious but I have experienced this in my last job.  To most people, it would appear as though the VP of our department had all the power and made all the decisions, but the truth was that the manager beneath her influenced most of the decisions.  This manager was very persuasive and knew exactly how to get her way.  This is an example of how the "who" of power isn't always evident.  Many people in our department didn't even realize who was making all the decisions.  If there were any problems, top level management assumed it was the fault of the VP.  

8.2 When teamwork doesn't work...

One of the biggest problems in teams is that often certain members do not pull their own weight. This can put considerable stress on the rest of the team and they will start to feel negative towards those who are not doing their part.  I have experienced this in classes at SJSU and it can be very frustrating and as a result the entire team suffers.  Another problem in teams is that sometimes certain members try to do too much and do not let each team member handle their tasks on their own.  This also results in feelings of negativity and will not benefit the team as a whole.  Sometimes these problems can be solved through open and honest communication, but sometimes it just doesn't work.  I think this is the most frustrating thing -- when despite communicating with someone that perhaps their actions are harmful to the team, they do not make an effort to change.

8.1 Supervision in teams

The discussion on page 228 seemed interesting to me because I think there is some confusion as to what a manager's or supervisor's role in a team is.  Often organizational groups are referred to as teams but there is still and manager or supervisor in a "commanding and controlling" role.  This could be because the group is incorrectly labelled as a team or because the facilitator, as the the text calls it, is unclear or unwilling to make the adjustment and assume a less controlling role.  This can be a problem because the purpose for creating the team would be lost.  I think there is some difficulty in switching to more team-based structures as managers feel confused over their role because of the drastic change.  It can be difficult for the manager to let go and actually let team members deal with and participate in more areas of the process.  

In this way, I think team structures are better for organizations because it encourages more participation.  Team members will likely work together better and member will feel like they can take more ownership over their tasks because they are more involved.  Teams also allow for more learning because processes are less controlled.