com 339 ch 7 - Ch 7: Teams & Networks: Collaboration in...

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Ch 7: Teams & Networks: Collaboration in the Workplace Paradoxes of Participation Paradoxes – situations in which 2 competing goals often undermine each other. Ex: the pursuit of a balanced work-life. Employees may face difficulties putting in a few extra hours at work, while remaining good spouses and parents at home Organizational members often face a pragmatic paradox in terms of participation Employees want to empower their employees to participate in practices like information sharing and decision making, but participation programs are seen as “add-ons” to an already busy schedule Increased participation usually means more work for same pay Cynthia Stohl – paradoxes that organizational members might face with increased participation Paradoxes of structure – concerning the architecture of participation & democracy Design Adaptation Punctuation Formalization Paradoxes of agency – concerning the member’s sense of efficacy within the system Responsibility Cooperation Sociality Autonomy Paradoxes of identity – concerning issues of membership, inclusion, and boundaries Commitment Representation
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Compatibility Paradoxes of power – concerning the locus, nature, and specific exercises of power Control Leadership Homogeneity Democracy in the workplace Stan Deetz – multiple stakeholder model – suggests organizations should include the interests of many individuals & groups in their decision-making processes Model lacks the balance between demands of global economic competition with a respect for the well-being of the planet & people 4 steps toward workplace democracy Create a workplace in which every member thinks/acts like an owner Management of work must be reintegrated with the doing of work Quality info must be widely distributed Social structures should grow from bottom rather than reinforced from the top Constitutive codetermination – more democratic dialogue and participation within an organization Communicating in Teams Most employees in the US work in team-based organizations where they serve as members of working groups in addition to addressing their individual job responsibilities Teams – a group of employees with representation from a variety of functional areas within the organization (sales, marketing, etc) to maximize the cross-functional exchange of info Since employees within team-based organizations are believed to be capable of making decisions about how to manage the work task, self-managed work teams conduct supervistory work Definitions
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This note was uploaded on 03/26/2012 for the course COM 339 taught by Professor Shulman during the Spring '11 term at Miami University.

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com 339 ch 7 - Ch 7: Teams & Networks: Collaboration in...

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