Reflection on readings and Outsourced

“All employees work to achieve goals, primarily economic ones, and a system that rewards them for following established rules and procedures and maximizing their individual performance would seem to be in everyone’s self-interest” (Conrad & Poole, 2005, 82-83).

In reflecting on the reading and Outsourced (2006), I think about organizational communication in a cultural sense. In the United States, we are so focused on achieving economic goals, that perhaps we lose sight of the not-so-economic oriented ones. On that path, we run over others, refuse to see where they are coming from, and force “our ways” on them.

In the film, Todd needed to get his call center to finish the sale in six minutes. When he arrived the time was 12 minutes, and earlier it was 15 minutes. One day he wakes up and offers them an incentive, a reward, in order to get their time down. The people are allowed to bring in personalized things and photos, and even offered rewards, in exchange for improving call time. Improving his or her times was in everyone’s best interest so the call center would stay active.

“The cultural strategy suggests that humans are emotional beings and that feelings of connectedness and community are important aspects of all social structures, including organizations” (Conrad & Poole, 2005, 156). People in the movie lived, worked, and partied together. They shared part of themselves by bringing photos of their family, trinkets, and their dress to the work place. It was when this door was opened that success began to unfold for the call center as a whole.

One point in the movie that I found of particular interest was an interaction between another businessman and Todd. All he wants is a cheeseburger, in India. He is fighting for something he can’t have, and fighting against those who won’t give it to him. The man then tells Todd, “The quicker you embrace it, the less struggle you’ll have.”

Conrad & Poole (2005) state that, “To work, rules must be clear enough to be easily understood, specific enough to give employees precise guidelines for acting, and general enough so as not to seem trivial or persnickety” (83).

Perhaps there are times in our business career where conforming would be to our benefit. But is it a positive move, or a negative one? Does the move go against our standards, or does it improve our standards?

This was one of the major struggles I had in corporate work. One company in particular was focused on a “family work environment.” They touted all these values, but did not live them on so many levels. I struggled for six months trying to conform, to assimilate, but in the end it was more than me. The company wanted something from me I was not willing to compromise.

Often, management looks for ways to cut costs, but it may not be a real benefit for the company. Dave, the manager, states at the beginning of the movie, “We get eight heads for the price of one… We’ll pay the new manager $11,000 a year.” And then later on, “China’s the new India. Twenty heads for the price of one.”

Costs are cut, but quality is diminished as cultural lines are crossed. In the movie the person in the call center takes a customer by surprise. The customer is trying to buy school supplies for her grandchild and the worker asks if she needs “rubbers.” The meaning for that word in the Unites States is different from the meaning of it in India. There come the realization of “identities”, “reality shock”, and a sense of “internalization” (Conrad & Poole, 2005, 159). They begin to “act as the organization wants them to because they believe that it is natural and normal to do so” (160).

However, all are not so willing. Asha speaks up against internalization when she calls Todd on the carpet. He wants them to “act American” so the caller doesn’t feel so alienated. She states, “Isn’t that a little dishonest. I’m not going to lie. When I was hired to do this job I was hired to sell products on a phone, not to lie to people… I did not know we had to be deceptive.”

There was a point where Todd was participating in “self-surveillance” (177). He did what the company wanted him to do because he felt positive emotions (mostly in his pocket book) when he complied. But in the end, he participated in “externalization” (158) seeing that there was more to life than working it away, but living it everyday and enjoying the association of those around you.