Week 5, Blog 4 “Competitive Democracy”

The Web Lecture goes into detail about democracy and democracy models. The table that outlines strengths and weakness points out that “majority rule may overlook minority interests” is a weakness of competitive Democracy – or the electoral system used in our national, state and local governments.
I think that this is very important to take note of. When someone is elected to office, he/she is supposed to represent ALL constituents, not just the majority opinion holders. This is a huge challenge because chances are that the person elected to office by the majority holds strong values represented by the majority of the population. The best combatant to counteract the threat to minority interests is to elect individuals who have the ability and the inclination to take balanced approach to leadership and who may stray from party or majority interest ideals in order to better represent the broad-based interests of the population. These “moderate” leaders stand to accomplish much more with this approach than by embedding themselves in the dominant mentality.

Week 5, Blog 3- “Phatic Communication”

Chapter 11 talks about mindless or “phatic communication” as “a form of small talk that helps us appear social and gives the impression that we are interested in others”. It goes on the suggest that this type of mindless communication exchange shows a disregard between each of the participants because the scripts are meaningless.
I disagree to an extent. Sometimes, people are not comfortable trying to relate to other on deeper levels, and this “mindless communication” serves as a valiant attempt to at least TRY to relate to others. While throwing in at least SOME personal exchange like “How was your weekend? I recall that you were going to a ball game”, would make the exchange more meaningful, it is still communication. Sometimes asking how someone is doing simply communicates that the first person cares enough to even ask. Not asking says a lot more.

Week 5, Blog 2 – “Performance management”

The section in Chapter 10 which refers to human resources, specifically performance management grabbed my interest. This is where a system “tracks and gives feedback to employees about how well they are accomplishing objectives tied to each for their key dimensions.” The section goes on the say however, that in the absence of such a system managers are more likely to go with their gut feeling or play favorites. There is a lot of truth to this. I think that so much of how successful people are in an organization is tied to how well they have been able to build key relationships, and not necessarily their job performance.

“Transformational Leadership” (Wk 5, Blog 1)

Ch. 9 talks a lot about leadership and communication of leaders. I thought that the concept of “Transformational Leadership” was particularly interesting in regards to what that type of leader communicates. According to the text, a change agent is “one who seeks to lead an organization through and increasingly turbulent global business environment through the strategic use of communication.” This type of leadership style is easily identified in amongst our political and religious leaders, but it is also something that savvy organizational leadership must also utilize.
The book talks about change agent espousing their “vision” and constantly communicating that out to people. I can definitely think of people who I have come across in work places who fit this seemingly exhausting role. It also strikes me that change agents are often not “leaders” inasmuch as they are just out in front of a certain movement or change.