Individual Blog Week 5

In week 5, I found great interest in chapter 3 "Is Work Fundamentally Different from the Rest of Our Life and Should it Be? Pfeffer and Sutton exaimne how once people cross the "magical threshold" from nonwork to work, different behaviors, appearance, and social forces come to fruition. Many of the ideas such as "Don't Think, You'll Weaken the Team-Just Do What You're Told," and "Clothes Make the Person" are great examples, of how we are expected to work differently. For example, many employees who are well educated, and run small businesses on the side have many suggestions, or ideas that are never explored, or even comprehended. These employees are told "thats not the way we do things here."But these ideas are coming  from experienced workers, who should be motivated by the upper level instead of being shut down. Don't you think that managers should be more open to individuals ideas, which would lead to simulation and greater satisfaction with bosses and employees? United Airlines is guilty of this offense. It is said that their employees are expected to not behave like intellegent, and experienced workers, and to never offer advice. Instead they are to follow orders. Surveys have been done to show that satisfaction with employees and bosses is not very high due to this. Clothing in my mind is another major issue. Having a degree in fashion merchandising, my passion is clothing and I have had the privledge to work in companies that are not so closed minded and strict. Mandating people to dress in narrowly presecribed ways, is a constant reminder to employees that they are expected to give up their individuality and to put their own tastes and judgment aside (Pfeffer, 2006). Everyone looks the same, thinks the same, and acts the same. How is there room for innovation or creativity? I find that managers need to find a happy medium, a way in which business can still be accomplished and be professional, but at the same time let these employees who are devoting most of their life to this job can express themselves in their appearance, and ideas. The text illustrates the results done by surveys, and first hand interviews to see how this issue has a direct impact on individuals. What are your experiences with these examples? Is your workplace strict and uniform, or do they allow ideas to flow and individuality to shine?

'What Organizations Don't Want You to Know" offers multiple examples of how organizations sometimes don't get to the root of the problem and poses the question "are organizations doing enough?" It was evidence to show us all that many organizations are not eager to dive into their problems. Investigations can be costly, assign blame, and most of all create possible lawsuits. The example of the company Merck, shows how organizations can ignore such obvious and serious claims. In this case the company was faced with clinical trials that showed patients that took the painkiller Vioxx had five times the number of heart attacks than those taking an older drug. The company continues to sell this prescription and the result was not favorable. They got hit with 14,000 lawsuits, and the company still denies any wrong doing, and plan on defending every lawsuit. I find it interesting that when you are in an MBA program, you are continuously learning how to be open, honest and trusting when in a managerial position. There is an ample amount of literature that teaches us this as well, yet managers aren't practicing what they prech. Do you feel that most companies are dishonest, and never really get to the root of their problems? Who is to blame, executives or employees? Do you think organizations are doing enough to solve their problems?

I found a follow up article, to one I reported on in an earlier session, and it focuses on work life. This articles proves that how your boss views work life balance affects how the organization will. I found it interesting and relevant, and perhaps if your boss is more laid back then the half-truths discussed in "Hard Facts Dangerous Half-Truths & Total Nonsense" may not apply. The article is titled "Your Boss's Work-Life Balance Matters as Much as Your Own."The studies done showed how we look to those with the most power for cues on acceptable behavior. Through 360 feedback a managing partner, Carla Christofferson at a law firm, found that her own long hours were a primary reason her associates were putting in so many hour, which led to them feeling burnt out. When she cut her hours back, and openly talked about it, her associates felt like they could slow down too. This is a perfect example of how management can really change the culture and spirit of a workplace. It was also found that leader's attitudes and behaviors have a powerful influence on their employees. Those who claimed to have a leader who "communicates a vision that is clear, consistent, and inspiring" reported a 65% high engagement, 82% higher job satisfaction,and 1.3 times greater likelihood to stay with the organization.

Every week I find more and more examples or information that I can personally apply to my career. I find that I will be taking most of this with me as I move up, and begin to manage and work within an organization. All of the examples, both good and bad, have aided me on this journey with wisdom and insight that I  did not have prior. I look forward to the remaining weeks of this class.