THE PRESSURE TO be an ideal worker is at an all-time high, but so are the costs to both individuals and their employers. Moreover, the experiences of those who are able to pass as ideal workers suggest that superhuman dedication may not always be necessary for organizational success. By valuing all aspects of people’s identities, rewarding work output instead of work time, and taking steps to protect employees’ personal

When Netflix offered unlimited time off, for example, managers thought they were treating their people like “grown-ups.” But providing complete freedom can heighten employees’ fears that their choices will signal a lack of

. For example, one consultant indicated his unwillingness to make work his top priority when he asked for paternity leave. With his wife eight months pregnant, the soon-to-be father expected a temporary reprieve. Instead, he faced questions about his dedication: One of the partners said to me, “You have a choice to make. Are you going to be a professional, or are you going to be just an average person in your field? If you are going to be a professional, then nothing else can be as important to you as your work. If you want to be world-class, it’s got to be all-consuming.”

These people were “passing” — a term originally used by sociologist Erving Goffman to describe how people try to hide personal characteristics (such as physical disabilities or race) that might stigmatize them and subject them to discrimination. C

As a result, accepters can become the main drivers of organizational pressure for round-the-clock availability

called ideal workers: people totally dedicated to their jobs and always on call.

Great and Always Better

And to ensure they have the right player at every position, we ask them to apply what we call the “keeper test”1 — asking “if X wanted to leave, would I fight to keep them?” Or “knowing everything I know today, would I hire X again?” If the answer is no, we believe it’s fairer to everyone to part ways quickly

And our expenses policy is just five words: “Act in Netflix’s best interests.” This (almost) no rules rule gives employees the freedom to exercise their judgment.

We also help employees learn by sharing a lot of information internally, including through memos where they can comment and ask questions. It takes an unusually responsible person to thrive on this level of freedom — someone who’s self-motivated, self-aware and self-disciplined, who doesn’t wait to be told what to do and picks up the trash like they would at home.

It’s why we model ourselves on a professional sports team, not a family. Families are about unconditional love. They can also be dysfunctional, as anyone who’s watched Ozark or Wednesday knows. Professional sports teams, on the other hand, focus on performance and picking the right person for every position, even when that means swapping out someone they love for a better player.

Human-Centric HR believes in empowering employees to take ownership of their work and career development. This means giving them the autonomy to make decisions, take risks, and innovate, rather than micromanaging or imposing strict controls.

Happy and engaged employees are more likely to deliver exceptional customer service. They are more attentive to customer needs, responsive to inquiries, and dedicated to providing positive experiences, which can lead to increased customer satisfaction and loyalty.

This approach recognizes that employees are not just resources to be managed but rather individuals with unique needs, aspirations, and capabilities.

. I will notify you in a timely manner of all changes related to the course syllabus and schedule.

REJECTION OF ALL FORMS OF RACISM AND DISCRIMINATION: As a campus community at IUC, we place a high value on proactive and professional communication and as such, reject all forms of racism and all forms of discrimination. We hold the words of IU Vice President for Diversity, Equity, and Multicultural Affairs, James Wimbush, “At IU, we denounce all forms of bigotry, hate, and racism, and we will continue to do so. We believe strongly in a society that values the respect and dignity of life for all.” Educational spaces at IUC thrive on diversity of thought and perspective while maintaining respect and civility. ACADEMIC DISHONESTY/PLAGARISM: The IU Code of Student Rights, Responsibilities, and Conduct states that students must uphold and maintain academic and professional honesty and integrity; the code defines academic misconduct as any activity that tends to undermine the academic integrity of the institution. Students engaging in academic misconduct may therefore receive penalties from their course instructor and disciplinary action from the university. Policies against academic misconduct apply to all course-, department-, school-, and university-related activities. Academic misconduct may involve human, hard-copy, or electronic resources and includes but is not limited to the following: cheating, fabrication, plagiarism, interference, violation of course rules, and facilitating academic dishonesty. For definitions of these activities, visit http://studentcode.iu.edu/responsibilities/academic-misconduct.html. Also visit http://www.iupuc.edu/academics/policies/academic-misconduct/. Additional information about the rights and responsibilities of IU students is available at http://www.iupuc.edu/academics/policies/code-conduct/. POLICY ON ARTIFICIAL INTELLIGENCE: Use of an AI Generator such as ChatGPT, MidJourney, DALL-E, etc. is explicitly prohibited in this course. In Communication Studies, we rely on skills such as writing and critical thinking that are developed through practice and improvement. As a result, you will be given opportunities to practice and grow without the use of AI. Further, the information derived from these tools is based on previously published materials. Therefore, using these tools without proper citation constitutes plagiarism.  Additionally, be aware that the information derived from these tools is often inaccurate or incomplete. It is imperative that all work submitted should be your own. Any assignment that is found to have been plagiarized or to have used AI tools may receive a zero and be reported for academic misconduct.

I do not accept late assignments nor do I allow students to “make up” assignments, quizzes, discussions, or papers after they are due. If you do not turn in an assignment when it is due, you will receive a ZERO for that assignment.

No late assignments will be accepted

Student performance will be evaluated through quizzes, participation in discussion forums, and assignments

The student will be able to explain and differentiate between the major approaches to studying organizational communication. The student will be able to understand and analyze common organizational processes. The student will be able to apply organizational communication concepts to analyze ‘real life’ cases. The student will be able to make informed judgments that affect the quality of communication in organizations to which he or she belongs.

The application of communication theory and research to the study of communication in various types of organizations. Explores reciprocal influence between communication and organizational structures and between communication and managerial styles. Discusses communication designs, superior/subordinate communication, conflict, information management, networks; communication vis-a-vis employee motivation, satisfaction, and productivity; and communication effectiveness in organizations.

Office Phone:                       812-348-7213 E-mail:                                  acarmon@iu.edu (Best way to get in contact with me)