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Saturday, June 13, 2009
Ch 4 - Partial Inclusion
From Chapter 4 entitled The Systems Perspective on Organizations and Communication in the sub section Partial Inclusion on page 118 describes the concept as a way to explain why certain strategies for motivating employees are ineffective. Karl Weick explains that all employees partially bring themselves to work and there are certain characteristics, attributes, and behaviors we do not see. At work many try to be professional and go above and beyond (at least that we is what hope they try to do) however, at home that person can be a hermit who rarely goes outside and converses with others. One employee could lack initiative but at home is a single parent who goes above and beyond for their children. Overall, this concept states that people never fully bring themselves to work. This is true, I believe, because when I am at work I try to provide the kids I work with, with a good role model who does not swear, who is respectful of others, has good manners, and is responsible. Outside of work I really do not care what random people’s kids think of me, but at work the kids should be able to look up to me using me as a role model and their parents should like me and want me to be a role model for their children.
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I believe that partial inclusion is very circumstantial and one's heart has to be into what they are doing to be "one of the best" in his or her profession. It is true that some people live to work while others work to live. In either case, circumstances outside and or inside one's inner circle is often the reason why one can or cannot excel they he or she would like within a company. The degree of commitment is most often determined by one's homelife or outside influences, like excessive party animals or depressed people. Because of this, one's membership status within a company is shaped with limits as to what they are able or want to bring to the table, so to speak.
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