Discussions: Article Juxtaposition There will be TWO Article Juxtaposition. You are required tojuxtapose [with an explanation] two scholarly articles. For the Article Juxtaposition 1, the two articles have been attached). Rubric for Article Juxtaposition You are required to juxtapose [with an explanation] two scholarly articles by identifying, if possible, all the items in both articles. You are required to use this table/rubric for your submission: Questions Article #1: ‘The Impact of Confucianism on Organizational Communication’ by Guo-Ming Chen & Jensen Chung. Summary/Overview Theory/Conceptual Framework Method/Methodology Was it a good method for what the researcher wanted to learn? Was it described in sufficient detail? Was it defensibly applied? Could the studies have been improved? Is it possible to take the method to another level? Was concern shown to make the study authentic, significant, trustworthy, etc? You are required to use the above table for your submission. Article #2: ‘Lost in Translation: Employee and Organizational Constructions of Mission and Vision’ by Kopaneva & Sias 581648 research-article2015 MCQXXX10.1177/0893318915581648Management Communication QuarterlyKopaneva and Sias Article Lost in Translation: Employee and Organizational Constructions of Mission and Vision Management Communication Quarterly 2015, Vol. 29(3) 358­–384 © The Author(s) 2015 Reprints and permissions: sagepub.com/journalsPermissions.nav DOI: 10.1177/0893318915581648 mcq.sagepub.com Irina Kopaneva1 and Patricia M. Sias2 Abstract Research on organizational mission and vision has primarily centered on the leader’s role in developing and implementing these while neglecting employee worldviews on mission and vision. Guided by the communicative constitution of organizations (CCO) perspective, this exploratory study acknowledges that employees, as well as leaders, contribute to the shared knowledge about what their organization stands for and where it is heading. Toward this end, we explored the extent to which employee constructions and official mission/vision statements were congruent and how they differed. Analysis revealed substantial lack of congruence between employees and their organizations. In general, employee and official versions shared less than half of the same themes. With respect to substance, official statements tended to be far more broad and complex than employee versions. These differences suggest problems with the inclusion of employee worldviews into higher level organizational texts. 1University 2The of Colorado, Colorado Springs, USA University of Arizona, Tucson, USA Corresponding Author: Irina Kopaneva, Communication Department, College of Letters, Arts, & Sciences, University of Colorado, Colorado Springs, 1420 Austin Bluffs Parkway, Colorado Springs, CO 80918, USA. Email: [email protected] Kopaneva and Sias 359 Keywords employee constructions, mission, vision, congruence, communicative constitution of organizations Scholars and practitioners have given much attention to organizational mission and vision, and in particular, how mission and vision are communicated in formal statements. An organization’s mission statement defines what the organization is today—its purpose or reason for existence (Babnik, Breznik, Dermol, & Trunk, 2014). A vision statement defines what the organization wants to be in the future—its ideal future goal. Theoretically, mission and vision statements should guide member decisions and behavior, as well as motivate organizational members toward a common cause. Much empirical work demonstrates the important benefits of clear and compelling mission and vision for both organizations and employees. Mission statements, as ‘carriers of ideologies and institutional cultures’ (Swales & Rogers, 1995, p. 225), can elicit employee emotional commitment to the organization (Campbell, 1992) and, in turn, reduce turnover and increase productivity (Myers & Wooten, 2009). As Meredith (2004) noted, ‘If a business does not have a vision, it does not have a dream . . . a dream to provide direction, to keep it alive, to motivate those involved through the tough bits’ (p. 71). An effective vision can contribute to higher levels of employee job satisfaction, organizational commitment, lower levels of turnover intentions, and role ambiguity (Cole, Harris, & Bernerth, 2006), as well as lower levels of emotional exhaustion and depersonalization at work (Maslach & Jackson, 1981). A vision helps to hold the organization together (Orton & Weick, 1990) and promote cohesion (Tsai & Ghoshal, 1998). Reality often falls short of the mark, however. As Bart observed, Most of the mission statements appear to be more hype and hysteria than real beliefs, philosophies, and attitudes on the part of the corporation. No wonder they are held in such contempt. They just don’t seem to work–at least for most companies. (as cited in Panda & Gupta, 2003, p. 26) Similarly, Thyssen (2009) lamented that vision statements often are doomed to the fate of a mere ‘celebratory ornamentation’ on a corporate website or office wall. Understanding why mission and vision statements are effective in some cases and fail in others is crucial for both research and practice. Toward this end, much research has focused on effective mission and vision (e.g., Rajasekar, 2013; van Nimwegen, Bollen, Hassink, & Thijssens, 360 Management Communication Quarterly 29(3) 2008). The vast majority of this work centers on the leader’s role in developing and implementing mission (e.g., Rupprecht, Waldrop, & Grawitch, 2013) and vision (e.g., Sosik & Dinger, 2007). Employees have been of interest primarily with respect to what effects mission or vision has on them (e.g., Moghimi & Subramaniam, 2013). Although scholars acknowledge employees’ contribution to mission and vision discourse (Keyton, 2005; Thyssen, 2009), few have actually studied it (e.g., Fairhurst, Jordan, & Neuwirth, 1997). As Fairhurst (1993) noted, an organizational vision must be clearly and consistently communicated and ‘echo’ in conversations and activities among all members for its successful implementation. Because organizational success depends both on leaders and followers, understanding employee perceptions of their organization’s mission and vision, and the extent to which these perceptions are congruent with official versions, is very important. To our knowledge, however, scholarly research has ignored these issues. This gap in knowledge likely results from theoretical biases that underlie research foci. Traditionally, researchers have considered mission and vision from rhetorical (Kantabutra, 2009; Morphew & Hartley, 2006; Verma, 2009) and sociocultural perspectives (Chee, Kamal, & Wingender, 2011; Wang, 2011). Research grounded in the rhetorical tradition conceptualizes mission and vision statements as powerful tools of persuasion and key to business strategy (Rogers, Gunesekera, & Yang, 2011). Socio-cultural scholars have traditionally conceptualized mission and vision as tools for disseminating and maintaining organizational culture through identification processes (Gioia, Price, Hamilton, & Thomas, 2010; He, 2012). Within these two perspectives, critical scholarship has called attention to control-resistance dynamics. For example, Stohl and Cheney (2001) noted that strong dedication to organizational mission creates ‘tremendous openness to abuse of one’s self or others’ (p. 375). Managerial discourse constructs not only the organization but employees themselves; employee sense making is a way to resist dominant ideology. Although previous research has examined how employees make sense of managerial mission and vision, it largely ignores mission and vision as fundamental concepts of organizational reality constructed by organizational members at large. To address this gap, the present study explored employee views on mission and vision from the communicative constitution of organizations (CCO) perspective, in particular, drawing on the Montréal School of Organizational Communication (Taylor, 2005). 1. Mission. Basic themes: Organizing Employees and mission Global theme themes statements Purpose/ reason for being External Citizenship purposes Customers Diversity of external constituencies Education Global operations Politicians and other distant publics Internal Advancement of purposes organization Diversity of products, services, employees, and processes. Employees Innovation Products/services Profit Roots/origin of organization Basic themes: Mission statements only Basic themes: Employees only Brand Knowledge creation Knowledge dissemination Suppliers Research Negative entropy them with a necessary product or service or tried to discover those needs. Alicia and Alexandra were the only employees who suggested that their organizations were creating a need. Alicia, a client services specialist at a natural health products retailer, talked about educating customers on why they needed those products. She explained, My opinion would be that the purpose of this company is to educate people on ways to treat their ailments or sickness with natural health remedies and also to educate them on disease prevention by providing them with health products that will prevent them from getting sick. The power of an organization to create and maintain a need for a product or service among its customers was not noted by the remaining 44 employees. Internal purposes. For some participants (n = 4), the reason their organization existed lay within the company. Sam believed that his organization’s purpose was to make a profit. Molly and Loco noted that the purpose of their organizations 370 Management Communication Quarterly 29(3) was to develop the organization itself (e.g., by achieving global recognition). Katie, a product manager in an information technology (IT) company, saw the reason for being in her organization’s attempts to stave off entropy, a tendency for the system to become disorganized (Modaff, Butler, & DeWine, 2012). Katie said, ‘My understanding is that they exist because of the innovation that they target and they are always growing, and there is never a stagnant moment. The moment the company gets stagnant, it just stops to exist.’ Only 5 of the 46 respondents identified multiple reasons for their organization to exist, combining both external (customers, community, etc.) and internal reasons (diversity of products, innovation, employees, etc.). More importantly, only one employee discussed an interdependent relationship between the organization and its employees. Anton, a software developer, saw the purpose of his company in bringing together all different interests and needs. He explained, To me, it’s a two-

Mastering the Art of Online Learning: Your Guide to Acing Online Courses

Introduction

In recent years, the popularity of online courses has skyrocketed, offering learners the flexibility to acquire new skills and knowledge from the comfort of their homes. However, succeeding in online courses requires a different approach compared to traditional classroom settings. To help you make the most of your online learning experience, this article presents essential strategies and tips to ace your online courses.

1. Set Clear Goals and Plan Ahead

Before embarking on an online course, establish clear goals and objectives. Determine what you hope to achieve by the end of the course and break down your goals into manageable milestones. Create a study schedule that aligns with your other commitments, ensuring you allocate dedicated time for coursework, assignments, and revision.

2. Create a Productive Study Environment

Establishing a conducive study environment is crucial for online learning success. Find a quiet, well-lit space where you can concentrate without distractions. Remove any potential interruptions, such as notifications from social media or email. Organize your study materials and have a reliable internet connection to ensure seamless access to course materials.

3. Actively Engage in the Course

Active participation is key to mastering online courses. Engage with course materials, including videos, readings, and interactive components. Take comprehensive notes, highlighting key concepts and ideas. Participate in discussion boards, forums, and virtual meetings to interact with instructors and peers, fostering a sense of community and enhancing your understanding of the subject matter.

4. Manage Your Time Effectively

Online courses offer flexibility, but it’s essential to manage your time wisely to avoid falling behind. Create a detailed schedule, allocating specific time slots for coursework, assignments, and studying. Break down larger tasks into smaller, manageable segments to prevent procrastination. Prioritize tasks based on deadlines and dedicate focused time to each one, ensuring consistent progress throughout the course.

5. Develop Effective Communication Skills

Online courses often rely on written communication, making it crucial to hone your skills in this area. Be concise and clear in your written responses, paying attention to grammar and spelling. Actively participate in discussions, asking thoughtful questions and providing constructive feedback to your peers. Regularly check your course emails and notifications, ensuring you stay updated with any important announcements or changes.

6. Utilize Available Resources

Take full advantage of the resources provided by your online course platform and instructors. Familiarize yourself with the learning management system (LMS) and explore its features. Access supplementary materials, such as textbooks, lecture slides, and external resources recommended by instructors. Utilize online libraries, research databases, and tutorial services to deepen your understanding of the subject matter.

7. Stay Motivated and Engaged

Maintaining motivation throughout an online course can be challenging, particularly when faced with competing priorities or a lack of face-to-face interaction. Set short-term goals and reward yourself upon their completion. Connect with fellow learners through virtual study groups or online forums to foster a sense of camaraderie. Regularly remind yourself of the benefits and personal growth associated with completing the course successfully.

8. Seek Support and Clarification

Don’t hesitate to seek support or clarification when needed. Reach out to your instructors for guidance or clarification on course material. Utilize online discussion forums to ask questions or engage in collaborative problem-solving. Leverage the support services provided by your course platform or institution, such as technical support or academic advising.

Conclusion

Online courses present unique opportunities for self-paced learning and personal growth. By setting clear goals, creating a productive study environment, actively engaging with course materials, and managing your time effectively, you can maximize your chances of acing online courses. Remember to stay motivated, seek support when needed, and make the most of the available resources. Embrace the flexibility and adaptability of online learning to achieve your educational goals.