04 Sep Unit 6_LS311_Discussion response
13649Respond or elaborate on the response below:
I once resisted organizational control when my company required us to use a new digital reporting system on a project site. The system often froze or lost information, so I kept handwritten notes and Excel backups to make sure important items like weld inspections and safety issues were not overlooked. My motivation was not defiance but the need to protect accuracy and accountability for both subcontractors and inspectors.
This shows that power in organizations is not only about direct commands but also about shaping how employees think and identify with company values. According to Mumby (2019), power often works ideologically by encouraging employees to adopt the goals of the organization as their own. In my case, the system was meant to improve efficiency, but my value of reliable documentation guided me to work outside of it.
I believe organizations should not go so far in shaping behavior that they silence professional judgment or ethical decision making. Control should stop when it discourages employees from speaking up or acting in ways that protect safety and quality. As Mumby (2019) points out, communication and power dynamics must balance organizational goals with the perspectives of employees to avoid suppressing critical thought.
I view unions as a positive part of communication because they give employees a collective voice. In construction, unions help balance power by addressing wages, benefits, and safety. This creates dialogue between workers and management and prevents one side from controlling all decisions, which supports Mumby’s (2019) view that communication is shaped by competing interests and power relations.
Overall, power is part of daily organizational life, but it works best when it supports shared values instead of forcing blind compliance.
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