Organizational metaphors can help describe the culture and experiences within an organization. The document discusses several metaphors used at the author's workplace, including describing the company as a "family" and employees as "sales machines." It also discusses how Toastmasters International uses metaphors like describing its benefits as beginning public speaking "on steroids" to attract new members. The author reflects on how these organizational metaphors shape norms and provide a lens for understanding unstated aspects of the culture.
This document discusses the importance of organizational culture for managers. It defines organizational culture as the shared beliefs, values, and expectations within a company. Managers must understand their company's culture to effectively direct employees and achieve goals. Changing a culture can be difficult and require adjustments to structures, behaviors, and mindsets. The examples of IBM and M&S show how failing to understand or adapt a culture can negatively impact performance. Analyzing a company's cultural web is one method for managers to properly analyze and work to change their existing culture if needed.
Chennai Wordsmiths newsletter December 2014 editionKumara Muniasamy
This newsletter features articles about inspiring leaders. It discusses how volunteering for roles leads to better performance than being assigned roles. Effective leaders inspire followers through delegation rather than authority. Leadership has transformed to focus on empowering people through communication and interpersonal skills. True leaders grow themselves and others through continuous learning. Inspiring leaders are discussed, such as Abraham Lincoln who overcame adversity through determination. Readers are encouraged to choose their life path and make history.
The document discusses the history and impact of the Toastmasters club "Fluorators" over its six years at Fluor India. It describes how the club has helped over 180 members improve their communication and leadership skills through roles at meetings. It also highlights some of the club's accomplishments like contests and events they have organized, and personal successes of members who have developed their abilities through their Toastmasters journey.
This newsletter summarizes the activities of the Infosys Toastmasters Chandigarh Club. It provides information on Toastmasters International, messages from the editors and leaders of the club, and recognizes members who have become Competent Communicators and Competent Leaders. It also includes an interview with Manish Pathania, who represented the club in the Division level of international speech and table topic contests.
The document discusses the critical approach to organizational communication, which challenges unfair exercises of power and prioritizes employee involvement. It outlines Stanley Deetz's communication model and three assumptions: ontological (free will), epistemological (multiple realities), and axiological (humanistic roles). A case study found only 35% of retail workers felt their ideas were valued, showing critical approaches could improve job satisfaction.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
This document discusses organizational behavior and its importance for both individuals and organizations. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and organizations. Understanding organizational behavior can help individuals succeed in their careers by improving how they work with others. It also helps organizations by creating effective companies with motivated employees and clear goals. The document provides an example of how The J.M. Smucker Company applies organizational behavior principles like ethics and culture to achieve business success.
This document discusses cultural and socialization concepts that are important for a new employee to understand when starting a job in a new organization. It outlines several key concepts:
Organizational socialization helped the author learn the organization's history, values, procedures and technical terms. Developmental socialization aided in developing new social skills through interactions. Resocialization caused the author to change behaviors like avoiding smartphones due to sensitive work. Understanding organizational culture helped the author grasp expectations like mandatory business attire. Anticipatory socialization benefited the author in preparing to interact with coworkers and understand group standards.
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
This document discusses the importance of organizational culture for managers. It defines organizational culture as the shared beliefs, values, and expectations within a company. Managers must understand their company's culture to effectively direct employees and achieve goals. Changing a culture can be difficult and require adjustments to structures, behaviors, and mindsets. The examples of IBM and M&S show how failing to understand or adapt a culture can negatively impact performance. Analyzing a company's cultural web is one method for managers to properly analyze and work to change their existing culture if needed.
Chennai Wordsmiths newsletter December 2014 editionKumara Muniasamy
This newsletter features articles about inspiring leaders. It discusses how volunteering for roles leads to better performance than being assigned roles. Effective leaders inspire followers through delegation rather than authority. Leadership has transformed to focus on empowering people through communication and interpersonal skills. True leaders grow themselves and others through continuous learning. Inspiring leaders are discussed, such as Abraham Lincoln who overcame adversity through determination. Readers are encouraged to choose their life path and make history.
The document discusses the history and impact of the Toastmasters club "Fluorators" over its six years at Fluor India. It describes how the club has helped over 180 members improve their communication and leadership skills through roles at meetings. It also highlights some of the club's accomplishments like contests and events they have organized, and personal successes of members who have developed their abilities through their Toastmasters journey.
This newsletter summarizes the activities of the Infosys Toastmasters Chandigarh Club. It provides information on Toastmasters International, messages from the editors and leaders of the club, and recognizes members who have become Competent Communicators and Competent Leaders. It also includes an interview with Manish Pathania, who represented the club in the Division level of international speech and table topic contests.
The document discusses the critical approach to organizational communication, which challenges unfair exercises of power and prioritizes employee involvement. It outlines Stanley Deetz's communication model and three assumptions: ontological (free will), epistemological (multiple realities), and axiological (humanistic roles). A case study found only 35% of retail workers felt their ideas were valued, showing critical approaches could improve job satisfaction.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
This document discusses organizational behavior and its importance for both individuals and organizations. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and organizations. Understanding organizational behavior can help individuals succeed in their careers by improving how they work with others. It also helps organizations by creating effective companies with motivated employees and clear goals. The document provides an example of how The J.M. Smucker Company applies organizational behavior principles like ethics and culture to achieve business success.
This document discusses cultural and socialization concepts that are important for a new employee to understand when starting a job in a new organization. It outlines several key concepts:
Organizational socialization helped the author learn the organization's history, values, procedures and technical terms. Developmental socialization aided in developing new social skills through interactions. Resocialization caused the author to change behaviors like avoiding smartphones due to sensitive work. Understanding organizational culture helped the author grasp expectations like mandatory business attire. Anticipatory socialization benefited the author in preparing to interact with coworkers and understand group standards.
The document discusses various aspects of workplace climate such as the effects of strict versus lenient rules, the importance of values and teamwork, and issues like discrimination, harassment, and workplace ethics. It provides definitions and examples related to concepts like mentoring, recognition, and independent versus social work environments. The document aims to outline important considerations for maintaining a positive workplace climate.
Started with the culture, now we are hereDavid Konkel
This document discusses four things that can help create a great company culture: 1) Hiring people who fit the company culture, 2) Ensuring employees understand the company's values and mission, 3) Recognizing that good ideas can come from anyone, and 4) Fostering a sense that everyone is part of a team. It explains why each of these is important for employee happiness, consistency, and business success. Specific tactics are provided for implementing each cultural element, like creative interview processes and making values prominently visible. In conclusion, the document argues that culture is the most important foundation for a company to build upon.
This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.
The document discusses the importance of teamwork in multiple contexts. It states that teamwork is valuable in any field, and without it important tasks cannot be accomplished efficiently. It also explains that teamwork allows employees to focus on their strengths while knowing others will help in times of crisis. Additionally, the document notes that teams are smarter than individuals, and team environments foster learning, risk-taking and mutual respect between colleagues.
This document discusses various topics related to organizations and organizational structure. It begins with an introduction to organizations and defines key terms like organizational structure, culture, and leadership styles. It then discusses Airtel as an example organization and how its culture and leadership approaches influence employee behavior. Finally, it provides overviews of different types of organizational structures including functional, divisional, and matrix structures.
The document is a letter from the new Inbound Manager to employees about starting his new position. He outlines his goals of helping the company progress, making employees happy, and being seen as an excellent example in the tourism industry. He wants to build trust and a common set of values within the company culture by focusing on communication, customer experience, and employees. Key changes he plans include increasing communication, prioritizing employee and customer feedback, encouraging innovation and teamwork, and making employees feel supported, respected and happy in their roles.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
Join an Employer Where You Fit in the Organization CultureEmployment Crossing
Harrison believes that organization culture plays a great part in ones success and happiness in your career. In any business environment, when the employee and employer are on the same plane, success is much more likely. It becomes a mutually beneficial relationship.
This document discusses ways that understanding organizational behavior (OB) concepts can help managers address various challenges in the workplace. It identifies 11 key challenges that managers face today, such as globalization, managing workforce diversity, improving quality and productivity, and creating a positive work environment. Understanding OB topics like motivation, communication, leadership and managing change can aid managers in coping with these challenges and capitalizing on opportunities. The document also provides advice to a manager, John, on building trust with his team, communicating positively, and having high expectations of his staff to keep the work environment positive.
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Main content areaDont try to change anyone and eight other wa.docxinfantsuk
Main content area
Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
This document discusses how being fired can provide valuable lessons for HR professionals by helping them understand the psychological and emotional impact on employees. It also discusses how poor leadership and ambiguity can lead to corporate bullying and an unstable work environment where employees' careers and self-esteem are at risk. The document advises employees to protect themselves by carefully assessing workplace culture and values, negotiating strong termination agreements, and focusing on personal development even during challenging times.
This document discusses group dynamics and reflects on the author's experience in a group this semester. The author discusses some challenges with varying trust levels among group members initially. However, over time members developed trust and were able to resolve conflicts more constructively by speaking honestly yet respectfully. Decision making also improved as members felt comfortable sharing opinions. Overall, the author believes the group achieved its goals and members strengthened their skills in working together effectively.
Software development is an innovation process. Because of that, people who work on creating software need to be provided with a certain environment to be able to be productive and effective. According to Daniel Pink who is a modern writer on business & management, innovative teams must be provided three things, purpose, autonomy, and mastery.
Our purpose is to increase people's intrinsic motivation by giving them purpose and make them autonomous and help them master what they are doing.
In this interactive workshop, Mohamed is going to tackle 3 main topics to shape a team identify
1. Why do we exist? Our purpose is...
2. What do we hold dear? Our values and principles are...
3. Where we want to be in the future? Our vision is…
Started with the culture, now we are hereDavid Konkel
This document discusses four things that can help create a great company culture: 1) Hiring people who fit the company culture, 2) Ensuring employees understand the company's values and mission, 3) Recognizing that good ideas can come from anyone, and 4) Fostering a sense that everyone is part of a team. It explains why each of these is important for employee happiness, consistency, and business success. Specific tactics are provided for implementing each cultural element, like creative interview processes and making values prominently visible. In conclusion, the document argues that culture is the most important foundation for a company to build upon.
This document discusses organizational culture and motivation. It introduces how organizational culture was initially studied in the 1970s and 1980s, focusing on how culture could provide competitive advantages. It describes companies as complex, unstable, interdependent systems where culture is co-constructed through daily interactions. The key to a strong culture is focusing on motivating employees through play, purpose, or allowing them to reach their potential, rather than relying on economic or emotional pressures. A successful example is given of Southwest Airlines, which combines purpose, play, and potential to motivate its employees. The conclusion states that focusing on enhancing culture through consistent behaviors, rather than just discussing it, is important for companies.
The document discusses the importance of teamwork in multiple contexts. It states that teamwork is valuable in any field, and without it important tasks cannot be accomplished efficiently. It also explains that teamwork allows employees to focus on their strengths while knowing others will help in times of crisis. Additionally, the document notes that teams are smarter than individuals, and team environments foster learning, risk-taking and mutual respect between colleagues.
This document discusses various topics related to organizations and organizational structure. It begins with an introduction to organizations and defines key terms like organizational structure, culture, and leadership styles. It then discusses Airtel as an example organization and how its culture and leadership approaches influence employee behavior. Finally, it provides overviews of different types of organizational structures including functional, divisional, and matrix structures.
The document is a letter from the new Inbound Manager to employees about starting his new position. He outlines his goals of helping the company progress, making employees happy, and being seen as an excellent example in the tourism industry. He wants to build trust and a common set of values within the company culture by focusing on communication, customer experience, and employees. Key changes he plans include increasing communication, prioritizing employee and customer feedback, encouraging innovation and teamwork, and making employees feel supported, respected and happy in their roles.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
Join an Employer Where You Fit in the Organization CultureEmployment Crossing
Harrison believes that organization culture plays a great part in ones success and happiness in your career. In any business environment, when the employee and employer are on the same plane, success is much more likely. It becomes a mutually beneficial relationship.
This document discusses ways that understanding organizational behavior (OB) concepts can help managers address various challenges in the workplace. It identifies 11 key challenges that managers face today, such as globalization, managing workforce diversity, improving quality and productivity, and creating a positive work environment. Understanding OB topics like motivation, communication, leadership and managing change can aid managers in coping with these challenges and capitalizing on opportunities. The document also provides advice to a manager, John, on building trust with his team, communicating positively, and having high expectations of his staff to keep the work environment positive.
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Main content areaDont try to change anyone and eight other wa.docxinfantsuk
Main content area
Don't try to change anyone and eight other ways to lead global organizational development
Tobin, Bob
We humans are a strange bunch when it comes to global organizational development (OD). We expect others in an organization to change, but we are often very reluctant to change ourselves. We advocate organizational learning and development, but are sometimes slow to learn and develop ourselves. Some of the smartest people are the most reluctant to learn ([1] Argyris, 1991).
Top athletes like Tiger Woods, Maria Sharapova and Andy Murray continuously learn new techniques and employ coaches to improve their skill. Yet, some executives run the other way when the idea of employing a coach is suggested for them. Are they really at the top of their game?
We know intellectually that global OD is tough and takes time, but that doesn't stop us from rushing to implement new programs. Too often, we rush through the phase of assessing readiness which is so important to any OD effort.
Last week, before I went in to speak with executives at a regional bank, a marketing vice-president complained to me, "They just do not understand that they have to change to keep up with changes in the marketplace". I asked how he'd feel if he were in the same position. He said, "No problem. I'm different, I love change."
Really? I wonder. How many people really love to change? No doubt, some do but why do most of us encounter so many problems when we lead change and development efforts? There are many articles written about resistance to change, so what can we do as leaders to make success more likely? In particular, how can we better prepare people to make it easier to lead global OD in our organizations?
These are questions I think about a lot. I struggle with these issues too, personally and professionally. In 25 years of consulting, coaching and speaking to global organizations, I've seen OD programs that really stuck and made a difference in organizations and people's lives. I've also seen so many expensive initiatives that did little more than waste money and drive people nuts. I've come up with nine rules for leading global OD which I hope will help you and your organizational leaders be more successful in what you are doing.
Be authentic not corporate. I put this one first because it's at the heart of leading OD. No one wants to follow a phony. Be real, be honest. If there are likely to be layoffs, let people know. If there is going to be expansion of the research centres in Amsterdam, let people know. The most effective leaders I've worked with remind me of Nelson Mandela. "Call me Nelson", he tells people. And he's not afraid to dance on the stage either. Show your humanity - do not hide behind rules or flaunt your position.
Connect people. Bring people of all countries together, either in person or on-line. Get people working together on global teams; help them get to know each other and you. Learn words and expressions in many languages and lear ...
This document discusses how being fired can provide valuable lessons for HR professionals by helping them understand the psychological and emotional impact on employees. It also discusses how poor leadership and ambiguity can lead to corporate bullying and an unstable work environment where employees' careers and self-esteem are at risk. The document advises employees to protect themselves by carefully assessing workplace culture and values, negotiating strong termination agreements, and focusing on personal development even during challenging times.
This document discusses group dynamics and reflects on the author's experience in a group this semester. The author discusses some challenges with varying trust levels among group members initially. However, over time members developed trust and were able to resolve conflicts more constructively by speaking honestly yet respectfully. Decision making also improved as members felt comfortable sharing opinions. Overall, the author believes the group achieved its goals and members strengthened their skills in working together effectively.
Software development is an innovation process. Because of that, people who work on creating software need to be provided with a certain environment to be able to be productive and effective. According to Daniel Pink who is a modern writer on business & management, innovative teams must be provided three things, purpose, autonomy, and mastery.
Our purpose is to increase people's intrinsic motivation by giving them purpose and make them autonomous and help them master what they are doing.
In this interactive workshop, Mohamed is going to tackle 3 main topics to shape a team identify
1. Why do we exist? Our purpose is...
2. What do we hold dear? Our values and principles are...
3. Where we want to be in the future? Our vision is…
1. Reflective Analysis for Critical Case Study on
Organizational Metaphors
By
Andrew Jaco
LEAD – 6200: Organizational Communication
Dr. Nicole Runyon
Organizational metaphors can be described as: “The understanding and experiencing of one
kind of thing in terms of another (Mumby 2013).” Also, “organizational cultures can be
experienced as families, teams, machines, and so forth (Mumby 2013).” I sometimes have to
describe what I have to do at my organization where I work. Depending on how a person
understands what I do and what the organization is all about after explaining, I may have used a
metaphor here and there with or without realizing it. Like the Disney case in which a family
atmosphere is the overall experience when a family visits the “happiest place on earth” (Smith,
R. et al 1987), we at work also tout the family atmosphere with our customers without saying
that. Our actions as we treat the customers and as we treat each other can give that family
feeling. The company that I work for is divided up into departments and within the departs are
teams. Each team has an immediate supervisor. All of us are under one departmental leader that
is also a team of all of the teams. The family concept at work came up as a metaphor by the
leadership team in order to have some way to explain what sets us apart from the other
competing retail electric providers. Another metaphor that came up from the leadership team is
2. “The X Factor.” The leadership team askes us: “What is your X Factor?” This is asked in the
context of what do each of us do for each of the customers we each serve. Each of us explains
what we do on a card briefly and turn that in to the department director. The department director
puts that on another preprinted card that is laminated for each of us to post it on the cubicle so as
people walk around the office, it becomes a cultural artifact that people can see along with the
other cultural artifacts (Mumby 2013). In the sales department that I now work in, we hear the
expression that the highest sales person of the month is described as a “sales machine” because
of the high sales for the month and gets recognition because as a company culture we as a
company do recognize high achievers. The head of the department likes to greet us each morning
personally by walking to each of our cubs with a hand shake. What other organization does that
ritual each morning? That person does that again as workers who work the later shifts come in to
their desks and cubicles. These experiences become the fabric in which the organization
operates. These have become the cultural norm at our organization and a way of like. We are
now used to it and embrace it.
I am also a member of Toastmasters International. This is an international organization that
helps leaders become better communicators, better speakers which helps them become better
leaders as the end result. As we each promote the organization, we like to say that it goes beyond
the beginning public speaking classes we took during our undergrad college years by saying that
it is like beginning public speaking on hyper drive or this is beginning public speaking on
steroids as a metaphor to describe what it can do for someone. We also like to use the angle that
some of the fees to join the organization may be reimbursed by the company that I (and we)
work for since I tell others about it at work - so they can join too. Telling about the organization
at work will help keep the organization live and well so it can be part of the work place for future
3. use. I like to tout to some of the co-workers the awards that I sometime win at one of the
Toastmasters International meetings by a meeting vote. The awards can be an inspiration to
others so they can join thinking that it may happen to them as well. The awards that we get and
also get to post in our cubicles strike up curiosity in getting some dialogue started about
Toastmasters International. The culture of the organization is interesting as well, we do speeches
from varying lengths, formats, and different types of speeches as well as evaluate each other.
Everyone evaluates and critiques each other which makes it a more open culture while being
self-managed and coordinated. Everyone has a job big and small which makes the overall
meeting flow like a volleyball game in which each participant has to be on point in their roles to
help make the overall meeting run smooth along with the smooth speeches. There are no
spectators in these meetings, everyone has to participate and do their part very well – just like
each player in a volleyball team. The only spectators are the prospective members that get to sit
in on one or more of these meeting to see firsthand how we conduct the meetings so the prospect
can see if it would be something that they can actually do as well as if they like to do. When I
experienced what the meetings were like, and that I could get a certificate that would help
provide some kind of evidence of self-improvement, I became interested in joining Toastmasters
International myself. The best description of an organization is the experience of it. We let
prospective members get to see the meetings with the speeches and with the feedback that goes
on in those meetings so they can decide.
When I was on the Employee Advisory team as a 90-day temporary member, I got to
experience the more democratic side of our work place in how certain policies can get modified
as well as created in wakes of issues or problems that come up from some employees that can
impact the smooth operation of our department. This experience illustrates a fairer and a more of
4. a servant style of leadership that provides a more satisfactory overall place to work, thus placing
the company in the top ten of the top 100 places to work in our city.
5. References:
Mumby, D.K. (2013) Organizational Communication: A Critical Approach.
Los Angeles: Sage Publications
Smith, R., & Eisenberg, E. (1987). Conflict at Disneyland: A root metaphor analysis.
Communication Monographs, 54, 367-380.