Changing Organizational Practices Of Contemporary Companies

In considering the diverse and ever-changing organizational practices of contemporary companies, our group proposes to do research on the study of identity and difference in the workplace. Specifically, how identities, sense of self, and differences ultimately affect the choices that organizational members make when accepting, negotiating, and resisting domination in the workplace (May et al., 2005). In our research, we hope to discuss alternatives to dominant narratives, while at the same time not completely dissolving them. We agree that identity can be a person s best asset in today s workplace. A person’s unique sense of self has become more and more apparent and applicable in today’s organizational life. The idea that there†¦show more content†¦Due to this shift in workplace ideology, we believe more research is needed for identity regulation, identity as a fixed aspect of self, the idea that organizations, themselves, have identities, and how our changing social text influence and manipulate our identity in today’s work environment. We will discuss how organizations who have a strong set of shared values can utilize their employee s identity and difference by providing organizational protocols as well as individual guidelines to build the most productive and sincere worker. Our future study proposal would analyze how an organization might function while allowing its member’s identity to have a more relevant role in the workplace. Our paper will ask, how does identity regulation ethically work to articulate and discuss the differences among organizational members? Specifically, when one particular and privileged social construct of normalcy comes to dominate over other equally plausible alternatives (Mumby, 1987). Following this, we will discuss ways that organizational members actively respond to their organizational positioning by discussing the identities that have been largely defined for them by organizational discourse. Alvesson Willmott (2002) refer to this process as identity work. In working thro ugh Mats Alvesson’s seven sense-making devices or â€Å"images,† as well as potentially providing more examples, we hope to gain some perspective on how members respond to their organization’s