Posted: April 24th, 2025

WK 3 Com

Needs to Complete Q.1 HBR Presentation….

Notes: 1. Other are the materials for the references 

2. needs to be completed in 18 hrs

HBR PowerPoint Assignment

Completion requirements

This assignment necessitates critical thinking, communication skills building and application skills.

You will respond to an HBR case study.

 

In this case study, you will be presented with a scenario in a particular professional context, which you will analyze and respond to, guided by specific questions about the situation. 

In responding to these scenarios, you will demonstrate your knowledge of COM6303 concepts in Chapter Seven of the textbook- Identity and differences in organizational life, and your own professional and personal experience to make decisions and recommendations to either prevent or solve some of the issues in that scenario.  Each case study includes a variety of concerns or problems that must be addressed in the workplace.

Your case study should be prepared as a
8-10 slide PowerPoint presentation,

.
In your PowerPoint presentation you should:

1)      Identify the issues or problems that must be dealt with and briefly summarize them.

2)      Explore possible solutions,

3)      Connect the dots involving the following:

a.       The course concepts (Chapter Seven in the textbook and Week Three Lecture)

b.      The HBR case study When No one retires, please see the article in the module.

c.        Application in your specific workplace, any other workplace, or your life.

 

4)      Because this is a Communication focused class; correct spellings, grammar, and punctuation are always expected. 

 

Please upload the PowerPoint presentation on the Week Three Module

Things to look out for:

a.       Your PowerPoint should just summarize the major themes which you discovered in the article. .

b.      You should have only three or four bullets on each slide, do not try to condense a lot of information on the slides.

c.       This PowerPoint does not require references outside the course textbook, the article, and your own experiences

A Few Reminders About In-text citations:

1) Remember in in-text citations, you do not include the initial of the author, you just include the last name of the author and the year, for example it’s (Johns, 2021), not (Johns, M, 2021)

2) In a narrative citation, the author’s name is used within the text of the sentence; whereas a parenthetical citation is a type of citation where the author and date are in parentheses at the end of the sentence, for example Johns (2021) explains how to make sandwiches using green carrots.

3) In a parenthetical citation, you put the information about the source in parentheses at the end of a sentence or in the text, for example: Making sandwiches using green carrots has become a nutritional boost for most older Americans (Johns, 2021).

4) Only use direct quotes if the essence of what you want to convey would be lost if paraphrased.

5) If you use direct quotes, you are required to include a page number or paragraph number in the citation. For example, leading health experts argue “how making sandwiches with green carrots gives added nutrition to people 65 years and above” (Johns, 2021, p.261).

6) When your citation has 39 words or less, place quotation marks around the quote. If however the citation is 40 words or more, indent the quotation, and exclude quotation marks.

7) Most importantly, your citation should not be sitting by itself as an isolated piece of information in your paper. Rather, you need to integrate it within the point that you will be making.

8) For all the sources in your reference page, in-text citations should be used inside the paper.

Here is a table with additional information on the APA citations:

(Johnson, 2020)

Johnson (2020)

First citation

Subsequent citations

(Smith & Jones, 2019)

Smith and Jones (2019)

First citation

Subsequent citations

(Carlson et al., 2018)

Carlson et al. (2018)

Subsequent citations

First citation

Subsequent citations

(University of Wisconsin, 2018)

University of Wisconsin (2019)

Basic In-Text Citations Styles
Author Type	Parenthetical Citation Example	Narrative Citation Example
One Author
			First citation		(Johnson, 2020)		Johnson (2020)
				Subsequent citations
Two Authors
	(Smith & Jones, 2019)		Smith and Jones (2019)
Three or more Authors
	(Carlson et al., 2018)		Carlson et al. (2018)
Group Author with Abbreviation
First citation*	(The College of St. Scholastica [CSS], 2019)	The College of St. Scholastica (CSS, 2019)
(CSS, 2019)	CSS (2019)
Group Author without Abbreviation
	(University of Wisconsin, 2018)		University of Wisconsin (2019)

(adapted from various sources)

Week Three Lecture: Identity and Difference

Completion requirements

A short story about identity

Cynt Marshall is a Christian and the current Chief Executive Officer (CEO) of the Dallas Mavericks.

 

She is also a mother, a wife, and a social justice activist.  A graduate of the University of California, Berkeley, with a degree in Business Administration and Human Resources, Cynt has had a trailblazing career spanning 36 years, mostly in senior management positions at AT&T.  In 2018, she was sought out by Mark Cuban, the owner of the Dallas Mavericks, who asked her to lead his basketball organization.  Since leading the Dallas Mavericks, she has led in turning around the organization from a soiled reputation of misogyny to one organization which receives accolades and awards for its efforts towards inclusivity.  Yet in her own personal professional journey, Cynt had to deal with negotiating her own identity in a company where she was an outsider on several fronts.

Years ago, earlier in her management career, one of Cynt’s earliest supervisors felt uncomfortable with her Christian beliefs, telling her for example not to use words such as blessed and to use words such as lucky instead, when referring to her circumstances, as this sounded more professional.  She usually resisted this, pointing out that she did feel blessed, and not lucky.    The supervisor also asked her to be less jovial and quieter, as being loud or too jovial at work were traits not associated with professionalism.  Later, when Cynt was promoted to another senior management position, her supervisor asked her to change her name from Cynt to Cynthia or Cyndi, arguing that either of the names sounded more professional than Cynt, and that no one had ever heard of an executive called Cynt.  It was at that point that Cynt offered to remove her name from the shortlist for the executive position.  However, she was also worried of the potential that her refusal to comply would result in her being fired from her current position.  To her surprise, the company CEO at AT&T telephoned her, and not only did he call her Cynt, but he also said that he knew about the Bible verses displayed in her office.  In other words, he was telling her that he knew that she was not a typical fit for the executive position, and he was ok with her identity.

Why is identity so important to us and how does that influence our participation in the organization?

Our identity involves our age, culture, religion, political views, race, gender, ethnicity, socio-economic status, educational level, sometimes even hobbies, and these collectively form our self-concepts, our self-esteem as well as how we sometimes are able to interact with others.  Identity in the workplace is so important that it can affect our level of performance on the job.  In some organizations older workers find themselves no longer a fit with an organization perhaps that they would have worked for, for several years, because, perhaps the organization is youth-oriented or only welcomes employees if they are below a certain age.  This week’s HBR assignment explores that too.

If you see yourself as one of the individuals whose identity is not common in the organization, how then can you communicate this identity in ways that help you to contribute meaningfully to the organization?  In Cynt’s case, although her identity was marginal in the organization, the AT&T CEO’s call in a way gave her the permission that she needed, to feel comfortable with her unique identity in the organization. Cynt Marshall’s experience earlier in her career encapsulates the argument regarding the tension between the organization’s desire to control employees’ identity on one side, and the employee’s response through a process called “identity work”, (Eisenberg et al, 2017, p.201).  Ultimately, employees negotiate with themselves and the organization through a sense – making process until they ultimately develop into one of the seven identities of a Self-doubt, Struggler, Surfer, Storyteller, Strategist, Stencil, or Soldier.  Some employees also straddle several of these identities.  Whichever identity an employee ultimately develops into, communication plays an integral role through which the employee responds to this organizational control, engaging in dialogue, and balancing the constraints of any given situation with any potential for creativity.  Pages 222- 223 of our textbook give a very detailed account of the role of communication in all this.  In Cynt’s case, from the day she had her conversation with the AT&T CEO, she was able to manage the organization’s desire to control her identity, with her own self-concept and both the organization and her flourished from this effort.

 

References

Eisenberg, EM., Trethewey, A., LeGreco, M., & Goodall, HL, Jr. (2017). 
Organizational Communication: Balancing Creativity and Constraint. Bedford /St. Martins

A research guide for a major paper

For your major paper, I would like you to use this guide, to help you through the process, from the time of selecting your topic, through to citing your sources.

Step One: Select your topic or issue

Whenever you have an option of selecting a topic, the rule of thumb is to select a topic which is close to your heart. You will likely find it easier to research on, write about; it will more likely be useful to you and your readers; and you will also enjoy the writing process!

Step Two: Search for terms

You need to locate journal articles and books on this topic.

 

You can use either of the following two ways, or both:

a) library

Library page and look at EBSCO.  Go to all indexes and then select Psychology and Behavior Sciences and PsychArticles.  These indexes will lead you to the appropriate articles. You should only select scholarly research articles. You will be able to identify those articles because they will be academic peer reviewed journals.  Often, they have journal, communication, or research in the topic.  Even though research articles will be more difficult to read, look for them.  You will find rich material in these articles. You may also use e-books on the EBSCO Host or ProQuest ebook. You may even look at the ProQuest Psychology Database although you may not find it to be as helpful.

Dr. Pendleton of the library provided these links for you.

APA PsycArticles database from EBSCO

http://proxy.amberton.edu/login?url=http://search.ebscohost.com/login.aspx?authtype=ip,uid&custid=s8847775&groupid=main&profile=ehost&defaultdb=pdh

 

ProQuest Psychology database

http://proxy.amberton.edu/login?url=http://search.proquest.com/psychology?accountid=7009

 

Psychology and Behavioral Sciences collection from EBSCO

http://proxy.amberton.edu/login?url=http://search.ebscohost.com/login.aspx?authtype=ip,uid&custid=s8847775&groupid=main&profile=ehost&defaultdb=pbh

b) Google Scholar

You can also use Google Scholar to find citation sources with. To use Google Scholar, go to Google, type Google Scholar, then type the key terms of your research , and include the term “communication” to make sure that the sources are focused on communication

To search your topic, use the appropriate terms for example:

McGregor’s Theory Y AND communication

General Systems Theory AND communication

The Learning Organization Theory AND communication

Critical Theory AND communication

Step Three: Look for different viewpoints on your topic

Step Four: Select only credible academic sources. In other words, if it’s a journal article, it has to be peer reviewed. When you search, you need to include in the search engine that you are looking for peer-reviewed sources. Only use journal articles which are nine years or younger.

Step Five: When you find articles that are suitable for your topic, go to the Discussion session, or Conclusions and get your information from there.

Step Six: Use the information from the Results and Conclusions sections as Examples in making your argument. Also use statistics generated by the authors in the journal articles which you would have reviewed.

Step Seven: Use the APA 7th citation format in your paper

When No
One
Retires!
1

Internationally and domestically populations are maturing in age, and this will affect organizations with challenges and opportunities. There will be an impact on business and the workforce, the work environment, the workweek, organizational communication, but exactly to what degree the impact will make, remains to be seen.
Internationally: People are getting older across the globe, and it is projected that by 2050, 60 plus years old people will gross to 2 billion.
Domestically: An aging population is also a concern in the US, and by 2030, there will be one American at the age of 65 plus to every five Americans.
People are living healthier and longer and choosing to work versus retiring. There are multiple reasons for this work longevity, such as unable to retire due to monetary or choice.
Aging: International and Domestic

2

Deprived: It is believed that organizations are guilty of excluding the mature workforce from expanding their knowledge. This has to do with the Ageism Effect, where organizations failed to invest in the mature population with new training material. This is an issue, when mature employees are working longer.
Hindrance: Mature populations are seen as slower to growth, their productivity is doubted, they are labeled as a burden on society, subsequentially becoming a negative on the over all global economy. Older employees are also tagged as an adverse expensive that drains benefits through the lack of participation and resource consumption.
Misconception: Ageism comes with flawed perceptions about the positive qualities a mature employee brings through negative stereotyping and devaluing them in a youthful culture.  Sterotyping racially categorizes people, and not as individuals, generates consequences that affects organizational communciation.
The Ageism Effect

3

The Ageism Effect

Comprehensive: Mature employees are educated, talented and they can assist with helping to develop younger team members, if given new tools and resources, they can help teach organizational communication and values. When mature employees are engaged, their talents tend to supplement younger employees.
Versatile: Mature employees are not only employees, but consumers. They are healthier and more active than generations before them and they are well structured in areas of emotional state, problem-solving, and with these and other abilities, they enhance society’s welfare.
Educationist: Mature employees can also mentor younger employees in social areas such as handling adverse events, soft skills, social cohesion, critical thinking, and information sharing. Mature employees have been taught in identity regulation to promote specific morals and values, innovation, customer service and efficiencies.
4

4

Diversity Differences: Organizations may manage a multigenerational labor force, and possibly with five generations of employees, who’s ages will range between young juveniles to pensioners in their 80’s. Yet, some are gendered organizations , that have benefit and drawbacks, meaning and identity, and are marbled through distinction between masculine and feminine.
Feeble: Mature employees are portrayed as having many complications, physically, emotionally and mentally. They are seen as ill, detached, lonely, needy and cognitively impaired where younger employees may dread working alongside of them, with the fear of having to “carry the load” for them.
Disposition: Mature employees are also seen as physically unable to contribute to society or keep up with the faster pace of business. Basically, they are branded as burdensome and obsolete to the organization.

Managing a Multigenerational Workforce
5

Managing a Multigenerational Workforce

Cohesiveness: Organizations will have to become more innovative in how to manage the multigenerational workforce by connecting with each generation and understanding each person and each cohort, on a personal level, as well as on a regiment level.
Flexibility / Environment: Organizations will have to revamp many of the traditional working methodologies of how business has been conducted for years and redesign it. Key focal points such as hours of operation, days on and days off, refurbishing the workplace and work environment can benefit the mature and younger employees.
Development: According to Eisenberg et al. (2017), there are seven images of identity, self-doubter, struggler, surfer, storyteller, strategist, stencil, and solder. Recognizing and accepting that teams will consist of one or more of these images is important, because each brings something to the team but its up to leadership to lure those values from them.
6

According to Eisenberg et al. (2017),
6

Turning Crisis into an Opportunity

Crisis: Organizational leaders have become complacent and are not prepared for the paradigm shift in the workplace that will encompass both mature and young employees. Before younger employees can take the lead, they must institute their personal brand, which is turning oneself into a value-added commodity.
Warning Signs: The aging phenomena is not only seen as an undetermined challenge, yet the warning signs are not being taken serious enough for organizations to develop an action plan.
Avoidance: Organizational communication is at risk of failing miserably, if leadership ignores the crisis at hand, and scorns the warning signs that are resonating to the light the results will be catastrophic. Leadership will have to engage with all levels of each generation to seek understanding of the upcoming benefits or consequences.
7

Turning Crisis into an Opportunity
Acceptance: Acceptance that there is a crises looming within the realm of the organization is the first step. Accepting the crises and then planning will be advantageous to the success of the organizational communication platform.
Vigilance: Organizational communication is of the ultimate importance and who has positioned and developed their individual’s identity will give them the edge over those who didn’t develop their identity. Also, younger employees who partner with mature employees increase their knowledge base because they will have gain access to data and resources that can lead to success.
Articulate: Organizational communication from all generations, mature and young, must have the ability to communicate in a competent and effective manner. Communication is key, and when there is strong organizational communication platform success cannot be denied.
8

Organizational communication: Leading a group of multiple generations to an objective can be challenging and rewarding. I have seen the potential and possibilities that each group brings to the team and each generation brings value, but that value differs from one generation to the next.
Understanding the Team: I currently oversee four different generations. I have learned to understand each through education and interpersonal skills, through college courses, personality tests and taking time to know each one as a person. I make it a point to take into consideration their culture, race, religion, educational level, hobbies, etc…and look for commonalties that we share.
Investing: I’m a firm believer in investing into a person’s goals, because doing so is beneficial to them and the organization. Mature employees seek continuous learning and unity at work, and younger employees are seeking growth and guidance to achieve this. Just caring and helping speaks volumes, even if the outcome is different.

Student’s Life Experience
9

When No One Retires!

Eisenberg, E. M., Goodall, H. L., Trethewey, A., & LeGreco, M. (2017). Organizational communication: Balancing creativity and constraint (8th ed.). Bedford/St. Martin’s.
Irving, P. (2018), When No One Retires. You can see the graying of your workforce as a crisis – or an opportunity. Harvard Business Review.
https://hbr.org/2018/11/when-no-one-retires

REFERENCES
10

Happy
anniversary

image1

Johnson

29 September, 2023

COMM 6303.E1

Communication for results in Organization

HBR CASE STUDY

CONTENT INDEX
What is identity?
Identify the issues or problems
Solutions
Application to the workplace
Reference
IDENTITY DIFFERENCES AND AGING IN ORGANIZATIONS

What is identity?

Identity is our self-concept; it includes our distinctive characteristics, such as age, gender, cultural background, beliefs, and political views (Eisenberg et al., 2017, p.197).
Our identity can affect our behaviors and performance in the workplace.
Organizations exert a dominant influence on employee’s identities (Eisenberg et al., 2017, p. 199).

Identity regulation in the organization
Organizations use identity regulations to define employees, such as curtailing leadership by position, describing motivation that drives employees, promoting specific morals and values, and reinforcing hierarchical dynamics (Eisenberg et al., 2017, p.200-201).

Identify the issues

Identity types
Organizations have various identity types due to organizational influence, including self-doubter, struggler, surfer, storyteller, strategist, stencil, and soldier. These identities are manifested as products of corporate efforts to regulate members (Eisenberg et al., p.201-210).

Identify the issues

Demographic transformation
Aging is taking place in the organization globally (Irving, 2018). Organizations use discourses of aging to create stencil identity, producing a negative narrative of decline and loss (Eisenberg et al., p.208). Older workers find themselves discriminated against and marginalized.

Identify the issues

Solutions

Communicating identity differences
Being conscious of your own words, behavior, and attitudes
Note your own social identity (self-concept), assumptions, and stereotypes in your responses
Reframe negative approaches to identities
(Eisenberg et al., 2017, p.222)

Take actions to initiate changes
Use initiative to create positive changes in your organization
Use flexibility in your approach
Response appropriately and positively to discriminatory behaviors or speech
Provide support through mentorship or networking
(Eisenberg et al., 2017, p.223).

Solutions

Solutions

Use communicative tools
Use active listening and create space for dialogue
Use critical thinking to build persuasive advice
Balance constraints with the needs
Connect differences of identities at work and in life
(Eisenberg et al., 2017, p.223).

Application to the workplace

Redefine workplace and workweek
Adjust work spaces for more space, use ergonomic desks and chairs, and use and restructure tasks to allow flexibility.
Allow flexible hours, flexible schedules, and telecommuting (Irving, 2018).

Application to the workplace

Recalibrate work processes
Change work structure, ergonomic office design, use mentorship (senior and junior) programs, and adjust performance assessment and retirement progressions (Irving, 2018).

Application to the workplace

Training and skill development
Educate employees on new work processes, manage multigenerational workers, increase technology education, and encourage multigenerational teamwork projects (Irving, 2018).

Application to the workplace

Redefine Human Resources best practices.
Use best practices on recruitment, compensation, health insurance, and retirement progressions (Irving, 2018).

Reference

Eisenberg, EM., Trethewey, A., LeGreco, M., & Goodall, HL, Jr. (2017). Organizational Communication: Balancing Creativity and Constraint. Bedford /St. Martins

Irving, P. (2018, November 7). When No One Retires. Harvard Business Review. https://hbr.org/2018/11/when-no-one-retires

Treisman, R. (2022, September 12). Cynt Marshall, the NBA’s first Black female CEO, recounts her journey in a new memoir. NPR. https://www.npr.org/2022/09/12/1122311422/dallas-mavericks-ceo-talks-about-beating-the-odds-in-her-new-memoir

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