Tuesday, April 14, 2009
Week 14: Rights in the Workplace
In sticking with the current topic and readings two very controversial events that relate directly to this discussion came to mind. The first event and question I had pertained to Larry Summers, the former President of Harvard University (and now Director of the White House’s National Economic Council for President Obama). For those not aware of this specific case, Mr. Summers made apparent sexist comments about women and their overall inability in the subject areas of math and science. My question is, should Mr. Summers have been “forced” to resign because of his speculative comments that women may statistically have lesser aptitude for work in the highest levels of math and science? This questions is a particularly tricky one, and I’m sure Mr. Barry would agree that, while “legal”, Mr. Summers speculative and discriminative comments were no doubt in poor taste (and false if I might argue). However, the question of whether he should have been forced to resign is still a topic of debate among scholars in the field, and I believe that although legal, the implications of his comments were so vast and so damaging that he should, rightly, have been forced to resign. What do you guys think?
The next question I had when reading these articles pertained to ideas presented in Chapter One of Bruce Barry’s book, “When Work and Speech Collide”. I recall sitting down with one of my dear friend’s father’s, Mr. Marc Richards, who is a partner at the bankruptcy firm in New York Blank Rome LLP. He told me that ex-President Bill Clinton came to speak to the firm in attempt to convince the lawyers to make political contributions to his wife’s campaign for Presidency last summer. After the speech (which he found to be very insightful –Bill is a very good speaker and he likes Bill) the firm asked the partners to each make a personal contribution to Hilary’s campaign. Mr. Richards, a staunch Republican and “hater” of Hilary Clinton, was more or less “forced” to write a check towards Ms. Clinton’s campaign –should he have been forced to do this? Obviously Bruce Barry would say no, but what are the firm-wide, personal, and political implications if Mr. Richards had refused to contribute to Hilary’s campaign? Clearly, Mr. Richards’ free speech rights were in a sense neglected as he felt that he must, in accordance with his firm, provide a political contribution to a politician he felt was not aligned with his views. I, and Mr. Barry too probably, have a serious problem with this.
Finally, moving on to the final reading of the week titled, “Law Down the Law: Know Your Work Rights” from Joe Robinson’s book Work to Live. In this reading the author discusses various abuses of employees by employers –clear violations of workplace rights. He then moves on to outlining the various laws that govern workplace rights, namely the Fair Labor Standards Act (FLSA), which was passed in 1938. The FLSA established both the forty-hour week and the federal minimum wage (which has increased over the years). Basically, Robison’s main point was that so often many workers do not know their workplace rights, which can either cause them to breach them without knowing, or more importantly, the misperception and misinterpretation of these laws that so many employees in America have causing them to be exploited by their employers. Thus, according to the author, the best way to take advantage of your rights in the workplace is to know them and to be familiar with them. Thus, Mr. Robinson encourages employees (and I would have to agree) to familiarize themselves with the laws and policies that govern salary versus hourly compensation, severance pay, vacation time and benefits, harassment, and other very pertinent laws, ramifications, and recourses employees must live by. Furthermore, I believe that both Mr. Robinson and Bruce Barry have a very firm understanding of the law in regards to the workplace and freedom of speech, but both authors/educators (mind you they are not attorneys), in my opinion, oversimplify the legal issues and implications in dealing with rights in the workplace.
Friday, April 3, 2009
HW April 1
After having started on the 300 words for the readings alone, it got closer to 600 words. So I conveniently combined the reflection on the reading and the reflection on the class discussion, being sure to include grading standards...
The readings and class discussion for this week call to attention three integral points for discussion: the change in identity that many blacks feel is necessary in the workplace, building social connections as a woman in the workplace, and the perception of blacks in the workplace as not being ones worthy of authority positions due to a general closed-mindedness and subsequent involuntary racism.
As a black person, the rush hour transition to and from one’s home self to one that is perhaps more accepted in the workplace is a ritual that is common among many black white-collar workers. To dispute the need for such transformation, one could argue that a person should be accepted for whom he or she really is, and the person shouldn’t need this mask. This is simply not the case, as many “black” nuances are seen as too urban. Or casual. Or simply “black.” And unfortunately, it’s too easy to derive a negative perception of the person based on these traits. It’s already too hard for many others to view each black person in (and outside) the workplace as individuals, not able to be fully defined by a couple of prevalent traits seen in other blacks. So as the Harris article points out, it’s just easier for blacks to deal with the pressure of having to measure each individual word and gesture that they deliver. It’s a tough situation that theoretically shouldn’t exist but actually does- I know from experience. Although I’m fairly even across the board, I (and pretty much ALL of my black friends) understand that one just can’t interact the same way at work as you do at home, given your personality. The first connection between one’s home self and one’s professional self seems to be something quite common amongst people in general: one’s first name. So, as discussed in class, many qualifying, deserving candidates for a job don’t even get considered based on the “blackness” of his or her name. Frankly, some names just don’t seem quite professional enough (sorry La’Quandria).
The same plight is faced with many women in corporate America, as it’s still hard to infiltrate the social ranks in the same capacity as their male counterparts. It’s a double edged sword, too; many other women (due to the undeniable competitive nature of women towards other unfamiliar or new women, as pointed out in the Seligson article) aren’t necessarily quickly accepting of a new, unfamiliar female face- they probably feel that they themselves have paid their dues in becoming accepted as a competent asset instead of just a girl worker. With that said, I still tend to disagree with Seligson’s notion; I am not sure what kind of misogynist workplace she unfortunately landed in at the time, but this is not necessarily the case these days as everybody tiptoes around the office trying to avoid lawsuits and such, as pointed out by a fellow classmate Monday. The same goes for the black-worker issue. I’m sure every other worker is too busy and nervous trying not to say or do or even imply the wrong thing that might come off as offensive towards women and blacks. I know I am. It’s the same reason there is always limited participation from the majority whenever the issue of race surfaces (as seen in class Monday). Overall, it will take continuous marginal steps over a long period of time to eradicate these mentalities that are product of early societal flaws. There is no quick, easy solution.
Tuesday, March 31, 2009
HW for 4/8
Wednesday, March 25, 2009
HW for 4/1
Monday, March 23, 2009
Week 11 Post
BEGIN POST...
The first reading in which I will discuss is a chapter from Stephen Covey’s The 7 Habits of Highly Effective People. In this chapter Stephen Covey outlines (through his many years of research) the difference and pros and cons of character ethics and personality ethics. For Covey, both of these categories of ethics are really secondary for the sake of his discussion, and he emphasizes what he calls “the power of a paradigm”. Although I found Covey’s example of the several pictures of a woman (of varying degrees of age) somewhat confusing and unrelated, his subsequent discussion of the importance of paradigms and paradigms shift was rather intriguing. According to Covey, a paradigm represents the internalization of correct principles upon which enduring happiness and success are based. While this definition may be somewhat confusing, Covey hashes out his argument quite well, and really makes a case as to the importance of paradigms in our own lives. For me, the best way to understand paradigms is in terms of a “map” of one’s life –they are the source of our combined attitudes and behaviors that direct where one is going in any aspect (or all aspects) of life. Covey then moves on to explain what he calls the “paradigm shift”, and in order for this to happen we must be fully aware of the extent to which we have been influenced by our own life experiences. Thus, the more we can take responsibility for [those paradigms], examine them and understand them, the more successful we can be.
A second aspect of the Covey reading in which I would like to elaborate on has to do with the idea of perception. According to Covey, we see the world not as it is, but as we as humans are, or, as we are “conditioned” to see it. Covey talks a great deal about conditioning and how many aspects of how we perceive things are very much influenced by our innate nature to be conditioned. One quote in which I found to be greatly noteworthy was, “Where we stand depends on where we sit”. This quote really resonated with me and caused me to think about my life and how I perceive the world around me. Basically, and I agree with Covey, as clearheaded people (which most Vanderbilt students certainly are) we all see things differently, and what we think, say, and write in some way or another describe ourselves, our perceptions, and our own paradigms. This is particularly important when we collaborate with others because as clearly or objectively as we may think we see or understand things, we must realize that others can and (and do often) see those very same things differently. Furthermore, if we come to better understand how others perceive things (i.e. others’ own personal paradigms) we can then more effectively communicate and synergize with them –be it personally, academically, or professionally.
The next reading I wish to discuss comes from Peter Drucker’s The Essential Drucker –the chapter titled “The Second Half of Your Life”. In this reader Drucker discusses what to do with the second half of one’s life –life after the age in which most knowledge workers reach the peak of their business career. According to Drucker, there are three possible paths or directions that a professional may take during the “second half” of their life. These “answers” as he calls it, are: start a second (different career), develop a parallel career, or be come a “social entrepreneur”. I found this particular chapter of Drucker’s text particularly intriguing because I see many parallels to my own family members’ and personal friends’ careers. For example, Drucker discusses how many middle-aged executives who become bored or no longer feel challenged with their career embark on a whole new, and completely different profession. My mother for example quit her job as a banker for ten years when she was raising her children (myself and my two siblings) and then decided to start her own business two years ago when my brother was applying to college. My mother started a tutoring company in an effort to help kids reach their optimal score on their SAT and ACTs in order to gain admission in to college. Although she had no previous teaching experience, she spent almost a year learning the methods and techniques necessary to tutor high school students, and now runs a fairly profitable tutoring business. The next path or “answer” to a professional’s “mid-life professional crisis”, if you will, is to develop a parallel career. My father for example was the CFO of a multi-million dollar consumer goods company. Although is no longer with the company, he sits on several boards of similar companies and is also on the board of directors of DePaul University’s Business School in Chicago. My father, like Drucker and myself, is someone who continuously feels the need to be challenged, and by serving on these various boards he is able to fulfill this need. Finally, Drucker’s third answer is to be a “social entrepreneur”. These are people who have become very successful in their first profession, as businesspeople, love their work, but also no longer feel challenged (a recurring theme). These social entrepreneurs start or help to start another (often non-profit) business activity. An example of someone I know who has pursued this path is my sister’s fiancĂ©, Matt, who founded the company complaints.com, a website in which users can post and research consumer complaints. Although he does not fit Drucker’s profile as a mid-forties professional (he is 34), he sold his business and has begun to start other website domains names and holds a significant stake in two peer-to-peer lending firms that are not-for-profit. Thus, I found Drucker’s discussion of the three possible choices for career paths for the “second half of life” to not only be very interesting, but also very true and relevant.
The last element of the reading I wish to discuss in my blog today also comes from Drucker’s text, and is his assertion that the one requirement for managing the second half of one’s life is to begin creating it long before one enters it. Although I found the topic of life after one’s career peak to be slightly irrelevant to my own personal experiences (I haven’t even begun my career), I wholeheartedly would agree that one must also look into the future and think ahead about his or her career. Although this is not always possible (certain events such as being laid off our out of our control), it is always advisable to prepare for what comes next. Again, although I cannot relate on a personal/professional level, in today’s economic climate there must be a vast number of professionals pondering their next career move. As Drucker reiterates, in a knowledge society everyone is expected to be a “success”, but in order to be successful I, like Drucker, believe it is absolutely imperative to always be looking to take that next step, to get the promotion, or to clock the extra hours at the office to ensure that you are making a difference within your organization (or school, or any arena for that matter). In sum, I found these particular Drucker readings to be very enlightening, even though they reference a point in my own life that is quite distance from where I currently stand.
Thursday, March 19, 2009
Wk 11
Three important points from the reading include the ability to manage one’s self, the differentiation between personality and character ethics, and the composition of a habit, which is essential to both self-management and employing character ethics over simply potentially manipulative personality ones. Managing one’s self, out of the scope of retirement, involves finding a compliment to one’s daily life in order to maintain a sense of relevance and belonging. If the mind is that which drives the rest of the body, it is to be kept sharp so that the life of the individual may be as fulfilling as possible. This principle applies even before the second half of life, as Drucker quotes it.
Another notable point, and perhaps the most essential, is the necessary differentiation between personality and character ethics. Covey suggests that much of the popular readings in society over the past 50 years have been concerned with the conquering of solely personality ethics, which are but mere tactics for temporary personal gain instead of lasting tools. The first 150 years of the last 200 were indeed concerned with the development of positive character traits, elements that are firm and opaque. As Covey writes, it’s more so about the ability to change how we view things rather than that which we view, as he illustrates with the example of his wife and how they treated their son. The ability to be introspective versus buying a quick fix is the key to fixing problems with ourselves and with others. In relation to the first point, it is impossible to learn to manage one’s self relative to a world full of others without first acknowledging the proper character ethics.
Finally, one cannot expect to build any kind of self-management strategy or even make a change to focus more on his or her character ethics without establishing a healthy habit for doing so. According to Covey, a habit is the intersection of knowledge, skill, and desire to do something. Building or rebuilding oneself is a long term process that will require a habit (and not a quick fix- again, a common theme amongst late popular readings) to ensure proper and adequate results.
These points connect not only to the discussion from the week but also the studies we’ve been progressing through during the entire semester. The point of differentiating between personality and character ethics brings to mind the Carnegie reading, which did indeed seem like was written by a college mascot more so than a seasoned psychologist. As a reading that falls into the category of being published within the past 50 years that emphasizes getting around people for a sole purpose instead of getting around one’s self for the sake of one’s self.
Also, these points are applicable to my own life because I sense a continual struggle to master each of the three. I am constantly searching for the appropriate activity to balance out my future career and be more than prepared for the second half of my life when it arrives. I hope to have no gaping rifts in any two phases so that the transition will be smooth and adaptable to whatever circumstances may be presented. I’ve always believed that interaction with other people starts with my own self, so I actually did find it weird that there would be a whole book dedicated to what is essentially managing and often semi-manipulating other people. Given that this is a quick fix, it’s easy to see why the book has sold well. Finally, I try to accomplish anything relevant within myself by creating a habit, something that I can rely on as second nature and do without deliberate decisions. I often struggle not with the knowledge or skill (as those are usually provided readily), but by the desire; perhaps I am not convince of the need to create the habit or shy away from the effort required.