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comm 410 chapter 123

comm 410 chapter 123 - Johanna Slotnick Chapter 1 Comm 410...

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Johanna Slotnick Chapter 1 Comm 410 Relationships form in any sort of organization, and they form based on many aspects. Both in and out of the workplace, some relationship to those you work with is necessary. However, friendships and romantic relationships may occur as well. While work related relations can be productive for the organization and the individuals at the same time, some may be considered a poor choice due to the possibilities of a negative outcome. Furthermore, judgments may be made about people of different ages, experience or other characteristics. Because of varied values, conflicts may arise and need to be worked out amongst the group in order for it to function fruitfully. Organization must work together as individuals forming a coherent group, and this boils down to each individual being able to handle situations, as well as communicate efficiently with other employees or groups. Communication within the organization can range from informal networks to a formal chain of command. The idea of following command may get difficult for an employee for various reasons, such as the task not being feasible or two disagreeing commands, both from superiors. The intricacy of organizational communication is often overwhelming, as it involves so many aspects, individuals, and varying techniques. For example, in my experience managing Cornell’s Varsity Football team, I’ve been a sort of liason between the program coordinators and the team and coaches themselves. Because each of these groups have such different tasks on their mind, it’s often difficult to keep everything running smoothly. Being this link between chains of command is often difficult. Unlike the “I don’t know, I just work here” attitude, I am always aware of what goes on in all aspects of making the program and its events run smoothly. This includes knowing players’ positions, injuries and personal endeavors, plays on the field, coaches current happenings, needs and requests, and Cornell Athletics’ plans. In doing so, I am able to fix problems that arise (from players that are missing to the coaches’ broken headsets mid-game) as an individual, in order to keep the organization coherent and productive. Relationships in such a situation involve both peers and superiors in various formal and informal situations. As the manager I spend a lot of time around the coaches and the players, and while these interactions differ from each other, the aspect of dealing with Cornell’s Athletics offices is a more formal and very different situation. Relationships arise between players as friends, coaches as superiors and friends, and sometimes these lines get hazy. This can either make things more comfortable at work, or
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in some cases simply awkward. Having informal networks in this case is more often than not a productive aspect of my job. It allows me to more comfortably address my superiors at work, as well as be a helpful comfort tool when directing my peers. The distinction
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comm 410 chapter 123 - Johanna Slotnick Chapter 1 Comm 410...

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