Friday, October 10, 2008

Week 7, Post 2: Dangling the Carrot

In Chapter 20, Deetz discusses the way in which corporations demand so much from their employees, yet give them little in return. Deetz says, "Consent is the term I use to designate the variety of situations and processes in which someone actively, though unknowingly accomplishes the interest of others in the faulty attempt to fulfill his or her own interests" (266). Our jobs demand so much from us. They expect us to be at their beck and call, to bend over backwards, and to throw everything else in our lives on the backburner. We give ourselves to these jobs without getting much in return. With better communication, employees would have a stronger voice in the corporate world. In reality, Deetz says that systematically distorted communication occurs. While employees may think that they are free to express themselves, the truth is that "only certain options are available" (267). This practice suppresses any conflict that could occur by preventing employees from speaking out. And the funny thing is, the employee is his own worst enemy. He doesn't even know he has a hand in his censorship. I agree with the ancedote from Lynn, a student, about her father's "workaholism". So many people grow up with their father or mother always at work. They are gone at 6 in the morning and return at 7 at night, maybe even later. They miss their children's recitals, games, and birthdays. Capitalism is great, but I think it takes a toll on our families. What does the company offer our parents for all their sacrifice? Perhaps just a pay raise, a bonus, a move up the ladder. The company loves to dangle the carrot. The dream of moving up the ladder is enticing, but at what cost? Employees need a higher stake in their company. Lynn suggests that if "men feel like they have more power in the workplace, they will be less likely to come home and feel the need to prove their power at home" (267). Only changes to communication and control in the workplace can help to achieve that goal.

1 comment:

Professor Cyborg said...

This chapter is a depressing one, yet Deetz holds out hope for stakeholder democracies. True participation means more than better communication. It means employees having power in organization decisions. For example, when SJSU decided to sign a contract with blackboard, only a select few--and no faculty teaching online--were involved in the decision. And it turned out to be a poor one because blackboard isn't fully accessible to those with visual impairments. What organizations often don't realize is that managerialism in the long term is detrimental to organizations whereas participatory democracy (with training so organization members know what participating involves) is beneficial in the long term. If the financial institutions had employed stakeholder democracy we likely wouldn't be in the global economic crisis we're currently in.