Ch: 11 Scripts (Week 5)

Chapter 11 discusses mindful and mindless communication within organizations and certain concepts that are considered to be important among them. Scripts are known as excanges of words that is delivered in a routinely manner. We are all familiar with scripts because at some point or another we've been a part of plays/shows where we were required to either memorize or read off scripts. The book states that "we follow scripts at work when we engage in what we consider to be routine and unimportant interactions, such as selection and performance appraisals..." (344). I can see how human resource departments would follow scripts a lot in the hiring process. In my specific department, as a phone operator I have to follow the telephone etiquette script where I answer the phone by saying "Good evening, and thank you for calling the Santa Clara Marriott, this is Nicole speaking, how may I assist you?" and then answer questions before saying "is there anything else I can assist you with?" followed by "thank you for calling, have a great day." This script is set up in front of every console so that we always remember to say what we are required to say. Scripts are routine and repeated on a regular basis but they are meant to assist us and guide us in the right direction.

Ch: 10 Competitive Strategy (Week 5)

Chapter 10 starts explaining how companies become successful and are able to retain their position through a method known as competitive strategy. Competitive strategy is important to the success of businesses in the long run. Strategies that organizations may use can be catchy phrases or various words that may stand out to consumers. The main purpose of competitive strategy is to have one organization stand out above the rest. Marriott hotels are part of an international corporation that functions across the globe. As a Marriott employee, it is our duty to “build brand loyalty and preference to maximize shareholder value.” It is our vision “to be the #1 lodging company in the world.” However, these things can’t be done without our competitive strategy to have “the spirit to serve.” It is in our duty to focus on our customers and have an upbeat spirit that will entice all of our guests to continually come back and lodge with us. We also hold core beliefs in serving the community by giving back in some way. Our most recent involvement with the community was announcing that our hotel was “going green” and starting to use all recyclable products and environmentally friendly methods of cleaning. It is in Marriott’s competitive strategy to get involved with guests, as well as the community as a whole so that we are ultimately the #1 lodging company in the world.

Ch: 9 Supportive Communication (Week 5)

Chapter 9 discusses the importance of having a supportive figure within organizations. Supportive communication is when active listening and having a genuine interest in employees occurs. There are two methods of communication that supervisors tend to have with their employees: 1) in-group relationships 2) out-group relationships. These two differ because one is based upon a personal/trusting relationship that isn’t too formal vs. the out-group which is based upon a standard professional/formal relationship. Nevertheless, it is still important for authoritative figures to be supportive. I feel lucky to have managers that are understanding of my busy school schedule throughout the school year. Every manager always asks me how school is and if my workload is too heavy. They are flexible with my needs because they support my decision to go to school full-time and manage to work a part-time job as well. The main reason why I have stayed at the Marriott all these years is because I feel as though my managers are all very supportive of my decisions, even though they may get the short end of the stick with my available hours. Having management that does have a genuine interest in my life outside of work, shows that they will support me in whatever decisions I may make.

Lecture: Dialogic Democracy (Week 5)

The web lecture begins the explanations of different forms of democracies within organizations. The dialogic democracy is known for emphasizing participation, inquiry and dialogue within decision making. What makes dialogic democracy different from deliberative democracy is that it finds importance in the passionate and personal viewpoints that individuals bring to a discussion. This idea reminds me of a time when we had a manager’s meeting at Jamba Juice. The general manager of our store asked every shift leader who they thought was the weakest lead and who they thought was the strongest lead. Since I was most recently promoted to team leader, everyone said that I was the weakest leader out of the bunch. Of course this was frustrating for me because I felt like I was being targeted and ‘picked on’ for not being as used to being a team leader. However, the benefit of this meeting was that everyone was able to openly discuss ideas as to how I would improve my managing skills in order to maintain a successful store. This form of dialogic democracy within the organization of Jamba Juice was unique because everyone was able to put in their personal input and express ideas they were passionate about.

Ch: 8 Groupthink (Week 4)

Chapter 4 talks about decision-making processes with the use of the term 'groupthink.' Groupthinking is when all members of a team go along with an idea/proposal. Throughout this process, individuals should be encouraging to other team members to voice their thoughts, remain impartial, and use more than one group in order to have more solutions. At my work, groupthinking is what we always do in department meetings. Everyone is encouraged to input ideas and thoughts about things, even though we may not be that clear on what is being discussed. The concept of groupthink is something where employees/group members can feel more welcome when they are encouraged to speak. Emphasizing that their responses won't be evaluated also helps because then they won't feel as though their ideas are being put down as unworthy. Groupthink is about teamwork and sorting ideas out based on the common consensus of the group, while teambuilding and understanding one another at the same time.

Ch: 7 Consumption (Week 4)

As chapter 7 introduces the topic of gendered narratives of work/life, the concept of consumption is explained. Consumption is how an individual chooses to present him/herself to the people around them through the way they dress, cars they drive, laptops they have, cell phones they carry, etc. In other words, it seems as though consumption is about materialistic things that may appear to make an individual have a higher standing within an organization, in others' eyes. What's interesting is that at my work, I know the hierarchy's and salaries of the people at my work and their choices of consumption aren't what one might expect. For example, the general manager at our hotel gets paid the most and is at the top of the hierarchy, however, he chooses to drive a toyota avalon. Yes, he dresses in a suit each day he is at work, but so does the other 1/3 of the hotel. Basically, everyone holds a PDA these days; it's rare to see anyone holding a basic flip phone. Society is much about one's status in regards to what they have and how much of it they have. In my opinion, when consumption regards cars, clothes, computers, phones, etc. in many cases it can be about greed and appearing successful in the eyes of others.

Ch: 7 Work/Life Conflict (Week 4)

Chapter 7 introduces the term of work/life conflict, which virtually means what is said. Work/life conflict is when an individuals personal life can interfere with their work life and/or vice versa. The only times I experience this conflict is when I'm at work but would rather be out with friends or if I'm at work on a holiday and would rather be with family. Work/life conflict doesn't affect me as much as it does other people. My boyfriend works for Ernst & Young and works up to 80 hours a week during 'busy season,' which means that I rarely get to see him and if I do, I'm making all the sacrifices in order to do so. I think that my boyfriend experiences this work/life conflict more than I do because sometimes his job does make our relationship more difficult. He is unable to balance his personal life with his work life because his job can be too demanding at times. The times that he is able to relax at home and do absolutely nothing, he almost always receives work related emails which makes him start thinking about work and everything he has to get done in the office. When this happens, it makes it difficult for him to enjoy his leisurely time because he now has work on the mind again. Work/life conflicts are not only difficult for the individuals experiencing it but also for close parties involved.