Chief Doublespeak Officer

The article I chose to report on is from an article published in 2003 by the New York Times. In this article they are forced to report a forecast for a lower profit due to a smaller demand from business customers and an increase in costs because of a new labor

Pink delivers a very well organized speech. He opens the speech very strongly when he states- "I need to make a confession…” – creating a mystery and drawing the audience in instantly. The hilarity woven into the opening invokes a strong amusement from the audience. He frames his speech as a case study and not a story, which emphasizes the purpose of the speech as a learning opportunity for the audience –"I don’t want to tell you a story. I want to make a case. I want to make a hard-headed, evidence-based, dare I say lawyerly case for rethinking how we run our businesses.” (1.34). with this thesis statement, Pink states his intention in a very effective manner drawing fully, the attention of the audience. He institutes a framework around

Becoming a Chief Petty Officer is a significant accomplishment in the life of a Sailor. It is a rank that is honored and respected by officers and junior Sailors. The Navy is the only branch that conducts Chief Petty Officer Initiation training; therefore E-7’s from other branches may elect and benefit from the training. The foundation of the Chief Petty Officer was established on April 1, 1893, and it remains strong due to the past and present chiefs who take pride in their heritage. Being a Chief Petty Officer means assuming greater responsibility as a leader, upholding standards, carrying on a legacy, training, and ensuring junior Sailors promote.

I used to view chief petty officer as nothing more than a rank that I would achieve as I worked my way up the ladder to higher positions within staff. I’ll admit to being a bit puzzled as to why the c/PCPO’s went through such a seemingly strenuous transition when their reward was simply making chief. Lately I’ve come to realize that yes, all you get out of the c/PCPO transition is the rank of chief, but that chief includes much more than the title of being a chief. Being a chief means you are willing to take charge of a higher level of responsibility, and coinciding with that, being able to lead a larger unit of people. Being chief means that you understand how to properly lead those who rely on you. Chiefs’ work together to make up the higher ranks of staff that plan how the unit is to run, but they also lead the individual cadets. A chief, by definition of being a higher rank, is expected to set an example for other cadets to learn by. Chiefs also select chiefs to lead the unit when they have left, accepting both the responsibility of the unit at present, and who will manage it in the future.

The acquisition and post-acquisition period for Mt. Mercy Hospital/Sister Mary Theresa’s purchase of Abbott Hospital experienced several organizational change issues. Within Dr. Belasen’s corporate communications model “CVFCC,” several quadrants became compromised. During the acquisition period, conflict arose within the realm of Investor Relations and Government Relations. Conflict continued to arise after the acquisition – specifically within the quadrant of Employee Relations.

Shareholders were led to believe that CA was more profitable than it was, and consequently suffered enormous losses. They had either paid more than they should have for the stock, or held on to it when, if they had known the truth, they would have sold it. 12 This extra compensation was at the expense of shareholders. 13 Richards’ actions would be considered unethical under the utilitarianism position, as his actions harms others, and under deontological positions, as he did not follow rules. In this sense, Richards’ actions would be regarded as much more serious under a deontological position, than under a teleological-parochialism position. 14 Accounting flexibility, or financial reporting choice, may also

HealthSouth Corporation was one of the largest publicly traded owners of rehabilitative hospitals within the Untied States and paved the way for its industry. However, prior to 2003 the company had a very dark secret: fraud. In 2003 HealthSouth was accused of making $2.7 billion in false journal entries in the company’s system (Helios, 2013). These false entries allowed the corporation to inflate its earnings and revenue. While the corporation was dabbling in a fraudulent, aggressive account system, auditors were unable to detect the extent of the fraud occurring. If not for Michael Vines and Weston Smith, HealthSouth Corporation might have continued its false entries and continued deceiving shareholders and even Wall Street itself. HealthSouth serves as a historical example of how corporate culture can use fraud and deception schemes to not only rationalize what it is doing, which is an element of the fraud triangle, but also encourage fraudulent financial statements.

The essay “Life under the Chief Doublespeak officer” by William Lutz talks about the way language deliberately obsures and diguises used to distort meaning. The author suggests in a argument that people amongst us in everyday life /uses this technique to creatviley manipulate whatever it’s original meaning is. After whatever is being translated to whomever by then its is undesirable to be communicated through plain language. He gives examples of firing employees as referring to just downsizing them and sacking off, which is a substitute that portrays the simple fact on one being fired in a gentle manner. Luts later concludes that the corporate sector, just like politicians, employs doublespeak to communicate problems and issues that has negative

Despite concerns that the unflattering comment may have been made by a disgruntled previous employee, Rock Island Chocolate Company needs to publicly respond with a professionally worded reply that conveys a desire to resolve the situation (Brown, DeHaynes, Hoffer, Martin, & Perkins, 2012; Markidan, 2015). If RICC is truly concerned with public perception, and the impact that negative comments may have upon future expansion plans, then they might want to employ an individual whose job is to track and provide the first initial response to any negative

The case, Charles Foster sends an email, is a perfect example of the how globalization and increased cross cultural interaction is increasing the complexity and ambiguity facing the managers of large multinational companies. The specific focus of this case is to address the repercussions that can occur by using inadequate communication methods, given the importance and complexity of a situation. Also, the case addresses the possibility of cross cultural communication misinterpretation leading to confusion and confrontation amongst the parties involved. The objective of this qualitative analysis is to utilize both theory and practical

As it is stated in the case of Coca-Cola, “it was a marketing machine ran by bureaucrats and accountants focused more on getting the most out of what they had than of thinking of good ideas” (Harvey & Allard, 2015, p. 100). At that stage, Ivestor, who was a CEO of the company, was focusing more on the numbers and revenues than on what is really going inside of the company. He was described as “arrogant and insecure” (Harvey & Allard, 2015, p. 100) and refused to listen to his own people, working for him. Instead of solving the real problems in the company, he was focusing on keeping profits on the same level. Case gives an example of passivity of his actions by increasing the price of Coke syrup sales to bottlers to keep it. Of course, it was a mandatory action due to the “largest product recall in company history" (Harvey & Allard, 2015, p. 100) but it only accumulated a racial tension in the company, as he was indifferent to people and focused on financial results. Ivestor tried to prevent dramatic outcomes of the lawsuit more than to solve the problem and prevent it in the

Chief of Staff, is one of the most important in making sure that Alpha Lambda Delta runs smoothly. A person in this position must make sacrifices and go above and beyond the call of duty whenever they are needed. I have been in positions where I have had to do this. An example was when I was given the position of Project Manager for my general engineering course. With that title I directed many parts of completion of the project for my group and always went the extra mile to make sure things were done correctly. Another example is when I was team captain of my track team. I was looked at as the person who always knew what was going on and someone that anyone on the team could turn too. While team captain I wanted to not only success for myself

Mark Bellison lives in an alternate world where people haven’t developed the ability to lie and are thus unacquainted with fibs, noble lies, white lies, deceit, half-truths, and all sorts of dishonesty. In a world free of falsehoods, fiction is impossible and thus the entire movie industry consists in history lectures and depressingly blunt commercials. This is the premise of the 2009 movie The Invention of Lying. The assumption made in this movie, however, is that history is an objective and accurate rendition of the past. Most historians would disagree and argue that history is always an interpretation of the past (Carr, 1961; Kieser, 1994), and organizations are well aware of this. Wrigley, Coca Cola, Wells Fargo, Ben & Jerry’s, and MolsonCoors, for example, have all “interpreted” their past by glorifying their success and glossing over the more awkward and embarrassing events. This practice of showcasing organizational history in the best possible light is a potent form of storytelling and serves as a rhetorical tool to persuade relevant stakeholders (Ooi, 2002; Suddaby, Foster, & Trank, 2010). It comes as no surprise, then, that most organizations narrate their history, be it through corporate anniversaries, museums, or publications (Delahaye, Booth, Clark, Procter, & Rowlinson, 2009; Nissley & Casey, 2002). This is true for all types organizations, even (and

Clay Shirky writes in her book Cognitive Surplus of a day where HR departments will overlook small statements against organizations because in the future most everyone will have at least made one mistake (2010).

For example: When Ron Johnson took over as CEO of JcPenney in November of 2011, by February 2012 stocks surged to over $42.00 a share in anticipation of major growth of the retail company. However, by April 2012, not only was 10% of the corporate staff laid off, but in addition more store managers than JCP was willing to admit. (Edwards & Minato, 2013) The new “no sale” marketing campaign