When I get into the workforce, I would like the organization I work for to have a very strong culture. Having a strong culture will motivate me, and it will make me feel a part of the organization. I hope that the organization will have rituals and ceremonies such as rewarding employees for their hard work, dedication, and commitment.
I would like to be part of an organization that encourages teamwork, where employees work well together, where all employees are treated fairly and equally, and where management works hard to keep employees motivated and happy. In addition, I would like my organization to be innovative, and always experimenting with new ideas, and I would like my organization to be a fierce competitor. I think it would be great to work for a company that encourages employees to engage in social activities with one another both inside and outside the workplace. For example, my brother works for an insurance company that makes monthly trips to various destinations. Last month my brother and his coworkers took a bus trip to Niagra Falls, where they enjoyed a buffet dinner and a night of fun and games at Fallsview Casino. I think this really brings employees closer together; it’s easier for coworkers to find a common ground outside work if they have shared interests. This can ultimately help their relationship at work because they will work better together.
If I was a leader, I would make sure that social activities were arranged for all employees on a monthly basis. Furthermore, I would ensure that the structure of the building helped to promote social gatherings, i.e. having staff lounges with pool tables and fuse ball tables. I worked at Toronto Social Services this past summer, and every time it was someone’s birthday, or someone was leaving the team, the social committee would organize a big party in the staff lounge. Yes that’s right, we had a social committee!! They did a wonderful job with our events, and to raise money for the events, they would have a 50-50 draw every payday where staff members could buy a raffle ticket for $2, and half the money would go to the social committee, and the other half would go to a lucky winner. If I were a leader, I would definitely organize a social committee; I think it’s a great idea.
I found the readings for this chapter to be very informative. I was never aware of Realistic Job Previews (RJPs). I never thought that organizations would be willing to give out this type of information to potential employees. Before I work for an organization, I would very much like to have an idea of the organization’s balance of positive and negative information about the job and work related conditions; this will help me to decide whether or not the job is for me. If I were a leader, I would make sure that all potential employees receive an RJP; this would reduce overall employee turnover rates because employees will know what to expect. I believe that RJP’s prepare individuals, as well as give them a realistic view of what to expect. It should be mandatory for all organizations to provide this information to future employees.
In the readings, I also came across Scotiabank’s idea of a buddy system. I for one am very impressed with this concept. I think it’s a wonderful opportunity for newcomers to meet and make friends with the rest of the workforce. It’s sort of like a mentor-menti relationship. I would be very scared starting out a new job, but having someone to help me get use to the new procedures and rules would make all the difference in the world.
My final thoughts today are about the case discussed in class “Consolidated Life”. Basically Mike was having a hard time conforming to new organizational rules and standards. This organization was no longer a good fit for him; I think this whole ordeal could have been prevented if Mike was just given an RJP before he rejoined the organization; this way he could have seen all the changes and restructuring that took place during his leave. All in all, I am very proud of Mike’s decision to leave, and start off his own business, this was a very brave move on his part, however I still do have to side with Jack. When an organization starts off, there is a mission, and a vision, with this, there is a strategic plan that outlines the actions the organization will take, and how the organization plans to take on these actions. If someone in management is not abiding by this strategic plan, then they are being unfaithful to the organization’s vision and mission. I understand that Mike had talents that were incongruent with the organization’s strategy, but I think there was still a way for Mike to pay more attention to administrative duties and forgo his bad habits, and at the same time utilize his own management styles and skills; and this is where Jack comes into play. Jack was very inflexible and unwilling to find a balance between his management style and Mike’s management style; it was his rigidity that led to the ultimate downfall of Consolidated Life.
Tuesday, September 30, 2008
Wednesday, September 24, 2008
lecture trois
The case discussed yesterday, “Peter Dean”, was an excellent example of the types of dilemmas individuals face throughout their careers. I for one wanted Peter to go back to school and get his PhD. The case talked about how it was hard for Peter to find a job with other companies as his skills were too specialized in one area, and he could not fit into any position that other companies had to offer. This should have been the main indicator to Peter that he may have some tough time in the future with the skills he presently possesses. In the future, his job may become obsolete and he would be left with a small range of skills. He would not look very attractive to employers as he has only specialized in one area. He should have gone back to school to broaden his skills, and at the same time he could have earned a PHD, as well as gain a sense of satisfaction and completion. I understand that he does have a family to support and money could be an issue, however, many of our professors at the University of Toronto teach part-time, and work somewhere else. Peter could have been a part-time consultant, and a part-time professor; that way he could increase his skills, earn a doctorate, and not have to worry about money, as well as establish a name for himself. His potential clients would be very impressed if he was a professor because that would mean he has an abundance of knowledge in a particular area of interest.
The remainder of yesterday’s class was very helpful as we were able to explore our skills, and where they could come into play for potential careers. Today I learned that organizations are delayering at a fast pace, and hierarchies are becoming obsolete. I found this idea to be somewhat threatening because it would mean that there is very little room for movement within an organization. I always liked the idea of employee > supervisor > manager > director etc. To me, this meant that I would be able to work my way up. If I were to work for an organization that did not have a hierarchy, I would not be motivated to impress my boss because I would feel that no matter what I do, I will be in the same position for the rest of my life! I guess a solution to this problem is incentives. If organizations can no longer give out promotions, things like stock options, bonuses, etc would be excellent motivators.
Yesterday’s class has prepared me for what to expect when I graduate. It has familiarized me with how organizations have changed, and what potential recruiters are looking for. Knowing what kind of person I am, and what skills I possess will help me to look for an organization that I will nicely fit in with; one that has similar norms and values as me, one that is cultured, and well rounded, and finally one that lets me take on new and exciting challenges!
The remainder of yesterday’s class was very helpful as we were able to explore our skills, and where they could come into play for potential careers. Today I learned that organizations are delayering at a fast pace, and hierarchies are becoming obsolete. I found this idea to be somewhat threatening because it would mean that there is very little room for movement within an organization. I always liked the idea of employee > supervisor > manager > director etc. To me, this meant that I would be able to work my way up. If I were to work for an organization that did not have a hierarchy, I would not be motivated to impress my boss because I would feel that no matter what I do, I will be in the same position for the rest of my life! I guess a solution to this problem is incentives. If organizations can no longer give out promotions, things like stock options, bonuses, etc would be excellent motivators.
Yesterday’s class has prepared me for what to expect when I graduate. It has familiarized me with how organizations have changed, and what potential recruiters are looking for. Knowing what kind of person I am, and what skills I possess will help me to look for an organization that I will nicely fit in with; one that has similar norms and values as me, one that is cultured, and well rounded, and finally one that lets me take on new and exciting challenges!
Tuesday, September 16, 2008
MGM300 thoughts on lecture numero deux
Today in class we did a few exercises on knowing yourself and on appreciative inquiry. Taking these self quizzes made me realize that I am a very organized and a methodological individual. I also learned that I may not be the best listener, and I react defensively to criticism. I think I react negatively to criticism because I may be under the impression that when people are giving me feedback, they are shutting down my ideas and they disprove my ideas; I need to realize that they are not necessarily disagreeing with all my ideas, but merely trying to broaden my horizons, and make me see things in a wider perspective.
From the appreciative inquiry exercise, I learned that I have worked well with many teams, and it was very difficult for me to pinpoint one in particular that I thought was the best. After thinking about it, I came to the conclusion that it was a group I worked with last year on a project called Inn at the Falls. This team had everything; Everyone participated actively at our meetings, team goals were understood and agreed upon by everyone, everyone listened to one another attentively, we all carefully worked through solutions to problems, everyone supported one another, and we communicated with each other effectively, no important decisions were made without consulting all group members, we were organized, and everyone was focused on making this project the best that it could be! And that it was!
Some improvements that could have been made were that the work was not split up evenly at times; some members took on more than others, so perhaps it would have been better to assign more duties to those who did not have very much to do.
These self assessments help me in my future in that they give me an idea of the type of person I am, and they help me to outline my strengths and weaknesses. It’s a good time to start setting realistic goals for myself, and I can practice these goals with my current team members. For example, when my group is giving me feedback, I shouldn’t take it to heart; I should use it to my advantage. Furthermore, I need to develop better listening skills; this is essential in the business world, as you are always working with groups. It’s very important that I take into account all my group members’ thoughts and opinions.
In lecture we talked about many topics, but one that struck me in particular was the idea behind social loafing. In almost all groups that I’ve had, I have experienced an individual who was a “social loafer”, and yes, I must admit, that I have been that person once or twice. Sometimes it is just easier to say let somebody else do it, especially when you have a team leader who is more than willing to do all the work, and insists on it. I blame the team leader and the person who is slacking because the team leader should not do all the work, but instruct and help “lead” the team in the right direction; the slacker on the other hand, needs to tell the team leader that he or she cannot take it upon him or herself to do all the work. It all boils down to communication!!! I find that social loafing occurs in situations where teams are big, and it is unnecessary for the team to be big. I have rarely experienced social loafing in small teams, because it is apparent and obvious so individuals are deterred from taking on this role. Teams should be limited in size, and usually no bigger than 5-6 people depending on the nature of the assignment. In the end it also does come down to effective communication; this is a skill that will never grow old.
From the appreciative inquiry exercise, I learned that I have worked well with many teams, and it was very difficult for me to pinpoint one in particular that I thought was the best. After thinking about it, I came to the conclusion that it was a group I worked with last year on a project called Inn at the Falls. This team had everything; Everyone participated actively at our meetings, team goals were understood and agreed upon by everyone, everyone listened to one another attentively, we all carefully worked through solutions to problems, everyone supported one another, and we communicated with each other effectively, no important decisions were made without consulting all group members, we were organized, and everyone was focused on making this project the best that it could be! And that it was!
Some improvements that could have been made were that the work was not split up evenly at times; some members took on more than others, so perhaps it would have been better to assign more duties to those who did not have very much to do.
These self assessments help me in my future in that they give me an idea of the type of person I am, and they help me to outline my strengths and weaknesses. It’s a good time to start setting realistic goals for myself, and I can practice these goals with my current team members. For example, when my group is giving me feedback, I shouldn’t take it to heart; I should use it to my advantage. Furthermore, I need to develop better listening skills; this is essential in the business world, as you are always working with groups. It’s very important that I take into account all my group members’ thoughts and opinions.
In lecture we talked about many topics, but one that struck me in particular was the idea behind social loafing. In almost all groups that I’ve had, I have experienced an individual who was a “social loafer”, and yes, I must admit, that I have been that person once or twice. Sometimes it is just easier to say let somebody else do it, especially when you have a team leader who is more than willing to do all the work, and insists on it. I blame the team leader and the person who is slacking because the team leader should not do all the work, but instruct and help “lead” the team in the right direction; the slacker on the other hand, needs to tell the team leader that he or she cannot take it upon him or herself to do all the work. It all boils down to communication!!! I find that social loafing occurs in situations where teams are big, and it is unnecessary for the team to be big. I have rarely experienced social loafing in small teams, because it is apparent and obvious so individuals are deterred from taking on this role. Teams should be limited in size, and usually no bigger than 5-6 people depending on the nature of the assignment. In the end it also does come down to effective communication; this is a skill that will never grow old.
Saturday, September 13, 2008
MGM300 thoughts on lecture 1
Some experiences that I have had that related to concepts and theories in this course include having to work with people in a team, having to accept workplace diversity, having to take on a leadership role, and being able to communicate with both members of my team, as well as outside sources. At an individual level, I have had to face issues dealing with ethics and values, such as having to choose whether or not I should report misconduct. I have also been in situations where I have had to choose whether I was willing to risk my job to help satisfy the needs of others. In addition, I have had the pleasure of working with individuals with thoughts and opinions very different from mine; and I use the word pleasure loosely, as at times it was very difficult and frustrating, but in the end it was worthwhile as we have learned in the first lecture that conflict can be a good thing within organizations. Being able to work with individuals whose opinions are different than yours helps you to become more well rounded, and it opens up your mind to new concepts and ideas. If everyone thought the same way as you, you would never learn anything.
I look forward to this course in that I hope to learn more about myself, and learn about the various changes taking place in organizations. I hope to learn new approaches to teamwork, and what it means to be an effective leader. Finally, I hope that this class will help me become better suited for my future career for whatever it is I decide to become.
This course so far seems very different from my other courses in that it seems more guided than most university courses. The professor has helped us by giving us an idea of what to look out for in the textbook by making an outline of our “bare bone” notes. I have never had a professor put so much work into a course, and I look forward to this class because I feel that the more a professor puts into the course, the more knowledge I can get out of it.
A challenge I may face is the group work component of this course, as I am usually use to being able to chose my own groups; however I look at this not as a drawback, but a learning experience as in the real workplace, people cannot choose who they do and do not work with.
Friday, September 12, 2008
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