Introduction
The article in question is about formation of “organizational identities” through the organizational processes of communication. The author argues that the way in which we talk about work tells a lot about how our identity in the organization is formed as we move up the hierarchy. There is a call to re-look at the body of research on organizations to evaluate how organizational communications should be studied not in terms of the “outputs” but in terms of how they make rookies into cynics.
The theme for this paper is how organizations make “machines” out of humans and the “rites of passage” in any organization are geared towards an acceptance of the system rather than finding one’s niche and working towards more humanistic roles in this increasingly organized world. The author talks with the members of the valley view police department and gains insights into how much they have “regressed” as they move up the ladder. I have deliberately used the word regressed as the author’s contention as well my point both have to do with how conventional organizational research talks about “progression” within the hierarchy, but, ignores the fact that the people are in fact losing their enthusiasm and appetite for work as they move up the ladder.
Scope
The scope of the article is to reveal how talk between colleagues in an organization reveals a lot about their moral postures and their identity in the organization. The article deals with organizational communication as a metaphor for the identities of the personnel, but, does not suggest solutions. Instead, the article calls for some critics of organizational theory instead of the “cheerleaders” who trumpet the effectiveness of organizations.
The scope is limited to studying the linkage between communication and identity and a deeper analysis of psychological motives is not dealt with. The accent is on behaviorism and our articulation of the same instead of using data. Thus, the method is empirical and based on conversations with members of the Valley view police department.
Insights
The passage involving the rookie cop who does not say it is “16:30” but instead says it is “4:30” though he is familiar with the parlance interests me very much. This resonates with all of us, in any profession, who have deferred to the superiors in the initial days of our career so as to not look “smart” or “assume undue status”. The need to sub-ordinate one’s talent in front of the superiors and instead bide our time for our day is self defeating as the article shows that by the time we get our space, we have become cogs in the machine. Organizational processes should be geared towards spotting talent early and nurturing it instead of making people automatons.
As I mentioned in the theme for this paper, the idea of a cynical “old soldier” and the transformation from rookie to this status is fascinating as it shows how we start off by being “green” and then become worldly wise. Thus, as in life, we adjust to the system instead of imposing our will on the system. The insights about how our attitudes get hardened by exposure and experience to the routine foisted by our jobs are valuable. The main criticism against red tape and bureaucracy can be understood in this light.
Implications
The strength of the article lies in presentation of a unique point of view regarding our communication as a reflection of our identities in the organization. The author’s use of roles from rookie to old soldier and the transformation is worth examining in detail. This in direct opposition to Maslow’s theory of the “hierarchy of needs” and shows how organizations instead of building leaders are making “journeymen” of all of us. But, the author could have pointed to some examples where individuals were not “beaten down” by the system and there are enough instances of genuine leaders who have triumphed despite the system. The point here is with all the constraints one has, there is still enough chance for us to make a mark.
The other point is about the rookie is called to a bar to tackle a drunk woman.This is an example of a “social mirror” where we tend to become prisoners of our image and thus cannot move forward. The example of the “old soldier” who leaves it to the mother of the victim to file a case or leave it as an incident and then feeling bad about tells us a lot about how we take our jobs seriously and despite years of built up cynicism there is a genuine need somewhere within us for job satisfaction.
As the author points out the technical knowledge that the academy teaches gets transformed into technical competence along the way. This is a bright spot for scholars who emphasize the correlation between formal training and on the job learning. The author could have explored the “back to school” programs in the organizations that are meant as refreshers for personnel.
Conclusion
Reading this article gave me insights into how communication as a process is indicative of our identities within an organization. I started out this essay by stating that a holistic approach is needed in the area of organizational communication and we should stop treating communication and people are inputs to the organizational processes and the output is the work that gets done. In the pursuit of bottom line objectives, we are tending to lose sight of the “human element” and this leads to frustration and an inclination to “put in the hours” instead of personal fulfillment.
In conclusion, the article is a good contribution to the literature regarding organizational culture and communication. As the author points out, we should not sacrifice the “human element” in pursuit of a bottom line defined by “transcendental values” in a world where the primary mode of working is in an organization.
References
Business Balls. (2006).Maslow’s Hierarchy of Needs theory. Business Balls.com website.
Manning, Peter (1992). Organizational Communication. New York: Penguin Press.
Pacanowsky, Michael (2008). Organizational Identities as Organizational Products: Presentation of Self among Valley View.
Whitehead, Charles. (2005). Social Mirror Theory. URS Website.