| Title | Building Community: The Human Side of Work |
| Publication Type | Book |
| Pub Year | 1995 |
| Authors | Manning, G., Curtis K., & McMillen S. |
| Publisher | South-Western Pub |
| Keywords | community, dignity, flexibility, freedom, group exclusivity, ideas, power, respect, reward |
| Notes |
dignity"The best organizations consider the unique characteristics of each person: the needs of some for stability and others for variety; the needs of some for latitude and others for structure; the dependable delivery of some and the creative ideas of others; the open-mindedness of some and the rigid allegiances of others. What is consistent is that all people are treated with respect and dignity." power"Any person perceived as having power over the freedom, success, or income of others, or who has the ability to make others appear ridiculous, incompetent, or weak, must guard against the abuse of psychological size. This concept has special relevance for people in authority positions. The individual who determines careers, decides wages, and makes job assignments has considerable power over others, and this can influence the communication process." (p 148) community, group exclusivityGroup relationships satisfy social needs for belonging. Scott Peck explains that the members of a group who have achieved genuine community take pleasure--even delight--in knowing they have done something together, that they have collectively discovered something of great value, that they are "onto something" as a family There is nothing competitive about the spirit of true community. To the contrary; a group possessed by a spirit of internal competitiveness--member against member--is, by definition, not a community. Competitiveness breeds exclusivity; genuine community is inclusive, meeting a basic need for belonging. (p. 285) reward"The work group also provides a means for recognition and an audience for self-expression: People become ego-involved in decisions in which they have had an influence. These decisions become their decisions, and they develop expectancies to the effect that when the decisions are successfully implemented, they experience feelings of confidence and self-esteem. Because of this, they work to implement the decision, even though no extrinsic rewards are involved." (p. 285) |
