REPLY TO MICHAEL ORR Michael makes a valid point. It is often useful for management to use their past experiences and learning to convey personality and relate to their staff. Often at DCI Biologicals, I coached staff by illustrating through oral examples. Staff responded more favorable when they were allowed inside my personal realm (i.e. my past). Such stories “contain a narrative of events about the organization’s founders, rule breaking, rags-to-riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and organizational coping” (Robbins & Judge, 2009, p. 564). Similarly, the key is to get employees to respond favorably and to gain a better sense of commitment to the organization. The covenantal bond is thereby strengthened through heightened employee vestment in the organization. As stated by Fischer, “Leaders can say they want a particular culture…but until they have buy-in from employees, such efforts would be limited at best…If leaders are thinking covenantally, they can work to create an atmosphere of teamwork” (Fischer, 2010). Some information is openly and well-received by employees. Also, some employees block these messages due to their having a low level of commitment. As Jesus told his parable it was observed, in Matthew 13:4, “when he sowed, some seeds fell by the way side, and the fowls came and devoured them up” (KJV).
References
Fischer, K. (2010). Week 7 Lecture: Structure and culture. Retrieved from http://bb7.liberty.edu/webapps/portal/frameset.jsp?tab_tab_group_id=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ftype%3DCourse%26id%3D_1125796_1%26url%3D Judge, T. A. & Robbins, S. P. (2009). Organizational behavior. (pp. 559 - 565). Upper Saddle
River, NJ: Prentice