Scopes To Know Summary
The Ropes to Know & The Ropes to Skip
1.Psychological Contract
The common beliefs and perceptions between an employer and an employee make up the psychological contract. It sets the dynamics for the relationship and defines the framework for the work to be done. Unlike a written contract it goes beyond generalized job descriptions. Claude is a well developed character, providing us with insight on the obstacles facing minorities within an organization. Chapter 41 provides solid examples of why Claude was hired: specifically as an “Equal Opportunity Employee” (pg189). “Claude was a black, black in speech, dress, appearance, and in a thousand and one minor ways….” Claude’s role in The Company is valuable to their organization. Diversity …show more content…
The Company was breaking the psychological contract with Claude by treating him as a token. Ted has no faith in Claude’s ability to increase their recruitment of professional minorities. While Claude was not interested in taking the recruitment position, he also felt he did not have the option to turn it down. Claude decided to put his best efforts in the recruitment of minorities. He assessed the situation and identified a more effective process to increase test scores among black …show more content…
Attacking/ Blaming others: In chapter 52, most of the characters in the book fell victim to the blame game. Ted Shelby passed a mess of papers to Stanley that said “please exercise this at your earliest convenience”(Ritti pg 253)The chain of messages travelled through many channels of the company. No one ever stopped and asked for clarity. This was a great example of how each person saw plausible deniability in being able to blame someone else out of their fears of being wrong about the interpretation of the message.
2. Using Information as a political tool: When ted Shelby rolled out the Subordinate Readiness program in chapter 51, Kerry Drake was not completely in favor of the project. Kerry did however want to keep a high effectiveness rating with Ted. Kerry used the information he had about Stanley to his benefit. He knew Stanley was trying to get in good with upper management, so he passed the duties on to him. Stanley was the messenger back and forth between Kerry and Ted. Stanley was being used as Kerry’s political tool.
3. Creating a Favorable Image: Ted Shelby IV was rearranging furniture in his office to accommodate a more welcoming feeling. He replaced a traditional executive table with a round table in an attempt to promote feedback. Kerry Drake was quick to educate Ted on the importance of creating a favorable image that upper management is elite and needs to be feared in a sense and also
1.Psychological Contract
The common beliefs and perceptions between an employer and an employee make up the psychological contract. It sets the dynamics for the relationship and defines the framework for the work to be done. Unlike a written contract it goes beyond generalized job descriptions. Claude is a well developed character, providing us with insight on the obstacles facing minorities within an organization. Chapter 41 provides solid examples of why Claude was hired: specifically as an “Equal Opportunity Employee” (pg189). “Claude was a black, black in speech, dress, appearance, and in a thousand and one minor ways….” Claude’s role in The Company is valuable to their organization. Diversity …show more content…
The Company was breaking the psychological contract with Claude by treating him as a token. Ted has no faith in Claude’s ability to increase their recruitment of professional minorities. While Claude was not interested in taking the recruitment position, he also felt he did not have the option to turn it down. Claude decided to put his best efforts in the recruitment of minorities. He assessed the situation and identified a more effective process to increase test scores among black …show more content…
Attacking/ Blaming others: In chapter 52, most of the characters in the book fell victim to the blame game. Ted Shelby passed a mess of papers to Stanley that said “please exercise this at your earliest convenience”(Ritti pg 253)The chain of messages travelled through many channels of the company. No one ever stopped and asked for clarity. This was a great example of how each person saw plausible deniability in being able to blame someone else out of their fears of being wrong about the interpretation of the message.
2. Using Information as a political tool: When ted Shelby rolled out the Subordinate Readiness program in chapter 51, Kerry Drake was not completely in favor of the project. Kerry did however want to keep a high effectiveness rating with Ted. Kerry used the information he had about Stanley to his benefit. He knew Stanley was trying to get in good with upper management, so he passed the duties on to him. Stanley was the messenger back and forth between Kerry and Ted. Stanley was being used as Kerry’s political tool.
3. Creating a Favorable Image: Ted Shelby IV was rearranging furniture in his office to accommodate a more welcoming feeling. He replaced a traditional executive table with a round table in an attempt to promote feedback. Kerry Drake was quick to educate Ted on the importance of creating a favorable image that upper management is elite and needs to be feared in a sense and also