The data was primarily collected through participant-observation and the analysis of the data is done with an analytical device Burke’s pentad (1969). The pentad is a useful analytic device in that it permits a highly condensed summary of the rhetorical force of a narrative (O’ Connor, 1995) according to the key dimensions of act (what the organization is doing, in this case, telling stories), agent (those building legitimacy), agency (how legitimacy is built, in this case, through intertextuality), scene (the background context in which legitimacy building take place), and purpose ( to build legitimacy but also to succeed with other personal or organizational objectives, such as to make money). The distinctions set forth in pentadic analysis
The Burke Reading Inventory (BRI) (Goodman, Watson, & Burke, 2005) is an informal reading interview that provides qualitative information about a reader's beliefs about reading and her/his use of reading strategies. A Spanish version (Goodman, Martens, & Flurkey, 2014)(see attached) will be used with children who prefer to be interviewed in Spanish. The BRI will be individually administered one-on-one with children.
This third case study takes place within the organization called TechnoloComm. The main character in this story is named Jessica Martinez, she was hired by TechnoloComm to work in the human resources department. Specifically, she is working on internal newsletters and publicity for the organization. Peter and Alex, are two men who are a part of her team that works together on the newsletter, communication training, maintaining the company’s website and organization publicity. Their boss’ name is Tom, he is there to check in on their progress and make sure everything is running smoothly.
Bolman, L. G., & Deal, T. E. (2013). Reframing Organizations (5th ed.). San Francisco, CA: Jossey-Bass.
Abstract: This paper will address the needs for demonstration of proficiency in information research, while understanding the workplace, competiveness and business communication. Included in this paper is the following: Abercrombie’s mission, the current strategic plan the company uses, the firms culture, organization, and SWOT analysis. This paper will also focus on an analysis of the company “Abercrombie and Fitch” and the major issue facing the company.
As Cheney explains, the “assumed ‘we’” strategy includes the use of the term ‘we’ in order to demonstrate common ground among all those affiliated with an organization; it is an attempt to make a joint effort towards attaining the goals of the company. This strategy is also used in order to make organizational members acquire and internalize company values and standards, helping employees see them as their own. I will explore and discuss the implications of Kangaroo Express’s use of the term “we,” as well as the term “our,” in the description and story of their
The author could have employed other methods of qualitative research such as, narrative analysis, grounded theory, discourse analysis, data display and analysis, content analysis and quantifying qualitative data and computer assisted qualitative data analysis software (CAPDAS) (Saunders et al., 2016). Nevertheless, these approaches seem cumbersome sometimes and take a long time to complete (Willig, 1999; Braun and Clarke, 2006 and Smith and Bekker,
As mentioned earlier in the essay, there had been three minor elements from the Pentadic structure that was present throughout the film, “scene”, “agency” and “purpose”. The scenes in this novel mostly revolve around an all-girls boarding school in New York City, where Sarah attended for the period of time that her father had been away at war. The agency revolves around many aspects, however, the main scene where the agency was mediated around was when Sarah found out her father was alive. Her courage and perseverance had been displayed in the scene where Sarah crossed over to the next window, on a wobbly board, during a storm, with a high risk of falling. However, before crossing over, Sarah tells Becky “I can do it. I’ll come back for you.
G., & Strauss, A. L. (2009). The discovery of grounded theory: Strategies for qualitative research. Transaction publishers.
When speaker Brené Brown was about to give a talk, the event coordinator struggled with calling her a “researcher,” saying that people might not want to come because they would think she was “boring and irrelevant.” Instead, she wanted to call her a “storyteller” since she thought Brene´Brown’s story-telling abilities were a highpoint. Brown’s academic insecurity was not satisfied in simply being called a “storyteller.” She decided her qualitative research was, in actuality, collecting stories and concluded, stories, were “data with a soul.” She then embraced the title “Researcher-Story-teller,” which combined her unique abilities (Brown, 2010). Building our own personal brand is a combination of strengths; its “what makes us
Organizational frame from The Organizational Management of Shame reading is, “Constructed and maintained by organizational actors within which experience, interaction, and communication and structured and rendered both personally and organizationally meaningful”
Gardner (2006) states that the culture of an organization can be examined through many different theories. From a postmodern approach it would be asked what are the “different ways that people experience this organization” (2006, p.106). In contrast, a modernist approach would ask, “what is the issue and it’s cause” (2006,
Two important perspectives in the organizations literature have been prominent over the past several decades: organizational ecology and the new institutionalism. Ecology is often centered around the demography of organizations e.g. firm creation and mortality, while institutionalism seeks to explain organizational behavior based on the social and cultural construction of legitimacy. Ecology tends to explain the diversity of organizations we observe, institutionalism their resemblances (Lee, 2012). Despite these differences, organizational ecology and new institutionalism have much in common, as they both developed as challenges to rationalist approaches. The integration of these two traditions can be leveraged to develop valuable insights
Barresi, J., & Juckes, J.T.(1988). The Personology and the Narrative Interpretation of Lives. Retrieved April 10, 2005, from http:// www.beyondutopia.net/leadership-lectures/tomkins-2.pdf
The researcher himself completely participate as a security guard in a London nightclub, ‘Sam’s Club’. He interviewed deeply with a bar manger and seven bouncers at the club.5 Unlike approaches stressing nominal definition and measurement, participant observation emphasizes real definitions and multiple indicators of key concepts. Dependable and trustworthy results are a fundamental concern, and in the research, participant observation results in highly validity, while the ‘internal reliability’ is questioned.3 The findings of the participant observation might be influenced by subjectivity. One-to-one interviews might be more reliable and valid in this research. Whereas, the research data are limited due to the closed nature of managers and transient nature of staffs that lead to hindering access to the core information. The researcher change this situation after several nights of ‘doing nothing’.4 Although the methodology has some limitations, it is reasonable for the researcher to choose this particular method. This is because observers have access to much more material than other researchers who use the other approach. The researcher might share his life in the club more freely with insiders. Participants who know they are being observed always act unnaturally that might influence the
Leaders come in all forms, whether they are a boss or a coach of some sort. Leaders are expected to motivate their followers. The failure of the company typically divulges on the non-achievement of the leader and the goals of the followers, (Giessner & Knippenberg, 2008). The theoretical approach of this article is essentially processed on the social identity approach. Social identity focuses primarily on how and what type of credit a leader achieves by their followers when success is a factor and vice versa. Giessner and Knippenberg(2008) argue that most leaders whom are less desirable and trustworthy should not be compared as deeply as those who are more desirable and trustworthy. The theory of “license to fail” is discussed by Giessner and Knippenberg(2008). Generally in an organization, a leaders’ prototypicality determines the amount of support they have in an organization. This is generally determined by how often the follower follows the leaders’ instructions and obeys their