In most businesses, while high level goals may be set for the organization, employees rarely embrace these or feel any connection to them. With organizational goal alignment, goal setting can be completed much more quickly, since it is done at the same time, across the organization, as soon as the high level organizational goals are established and communicated. This model also gives employees at all levels of the organization clear visibility into how their work impacts organizational success. And perhaps most importantly, organizational goal alignment shifts everyone’s focus to organizational success rather than simply individual success – a key ingredient in the recipe of  harnessing the power of your workforce!
Sean Conrad is a senior product analyst at Halogen Software, working closely with customers on a day-to-day basis. Henri Matisse's and Pablo Picasso’s visionary interpretations of the visual arts has changed our understanding of the arts and the world. Many theories and concepts have been proposed to explain the difference that gender makes or should make in mass communication professions. Yet this is exactly what your organization needs to be able to execute on its strategy and achieve its goals – an engaged and committed workforce, all pulling in the same direction. Every successive level of management must wait for the previous level to have their goals set, before they receive their own. Employees are invested in making their managers successful, rather than the larger organization.
Because high level organizational goals aren’t affected by changes in staffing or organizational structure, the goals links are more stable and enduring. This allows for broader, cross-functional contribution and a more detailed understanding of everything involved in achieving the goal.
This typically enhances both their accountability and engagement by giving them an important larger context for their work. He has spoken at numerous industry events sharing his unique blend of technology expertise and understanding of HR-specific challenges.
Gender difference might intuitively seem an easier way—compared to fairness or the inherent moral goodness of ending sexism—to justify efforts to hire and promote women in professions such as journalism. So how do you harness the power of your workforce and get everyone contributing to the organization’s success?
This model tends to result in employees who are disengaged, because they are typically not involved in their goal setting process. That can often result in large groups of employees working for weeks or months without clear objectives.
This can result in them taking actions or making decisions that help their direct manager, but hurt other parts of the organization.

This talent management best practice ensures every employee is contributing to the achievement of organizational goals, and feels ownership and accountability for both their goals and the organization’s. So for example, an organizational goal to improve customer satisfaction can be embraced as the responsibility of everyone in the organization, not just the managers and employees in the customer service department.
Theories are important: They “prefer” certain ways of thinking about problems, implying different kinds of solutions and policies.
And if a manager changes roles in the organization or leaves it altogether, the chain of cascaded goals is broken and must be reestablished.
In the case of gender in journalism, while the goal of hiring women is admirable, many of the theories have been misleading or wrong.
This can result in employees who are less accountable and have less ownership for their goals. They are usually grounded in “essentialist” ideas-- that treat women as everywhere the same and always polar opposites of men.
The essay mentions several failed theories, and advocates new principles that are better at explaining why women should be hired and promoted in mass communication professions.Journalism research typically looks for gender differences in topics, story angles, sources, as well as professional orientation and ethics. In contrast, women focus on features and news about or important to women, use a greater diversity of sources (including of non-elites), highlight backgrounds and consequences; and privilege audience needs. Whereas men invoke ethical rules about detachment, women supposedly approach dilemmas by looking at context. Having assumed gender differences will be significant, however, scholars often turn to theory to explain failure to confirm these differences, to explain why women did not behave in predicted ways or why their presence failed to have the predicted impact.
Especially when they collect numbers about women’s presence in media fields, both professional organizations and researchers simply assume that “of course” gender makes a difference. Several news organizations have also promoted the work of Helen Fisher, a prominent biological anthropologist who asserts that men and women play with different decks of evolutionary cards.
Fisher speculates that hormones bathing the brain at critical developmental periods caused sex differences  to suit men’s and women’s primordial jobs. Ancestral mothers needed to do (and see) many things at the same time, because they raised babies under dangerous conditions. If women’s “natural” talents were marginalized for centuries, Fisher says, the contemporary information age appreciates and needs them. Addressed to popular audiences, however, Fisher’s work is based on an idiosyncratic hodge-podge of research, anecdotes, and quotes from people of unclear expertise.Cultural feminism is even more explicit than evolutionary psychology about re-valuing femininity in order to celebrate it. Cultural feminism offers a matriarchal vision of women correcting masculine tendencies to selfishness and violence. The corollary claim that women bring different values to journalism is particularly evident in attempts to identify sex differences in war reporting.

On the other hand, some women hate being assigned human interest stories, precisely because of the stereotype of women as more attuned to war’s “human side.” That is, women’s choices are responses to sexism, not outcomes of sex differences. Romanticizing women’s alleged preference for consensus and peace is distorting, not only methodologically but effectively. It forces women to express sentiment they don’t feel and ignores crucial feminist insights on the arbitrary and constructed quality of gender.‘JUST WAIT’ THEORIESDirectly invoking patriarchy, another theory is that especially token women--hired in a symbolic gesture for the sake of appearance--deny their own female-ness, act tough, and hate other women. This is not to deny that women journalists have complained about a patriarchal newsroom culture. But reasoning becomes circular when all women journalists who downplay gender distinctions are automatically accused of subconsciously adopting male norms, self-deception, and internalized sexism.One of the most popular theories of why women’s presence did not seem to noticeably change news content borrowed from nuclear physics, where the term critical mass refers to the quantity needed to start a chain reaction.
Feminist social scientists put that number at 30 percent: Once women were one-third of journalists, women would get more, and more accurate, coverage.
Since jobs associated with women are low status and low paid, when a field shifts from male- to female-dominated, its pay and the prestige fall. Women’s incursion into journalism would therefore, in a vicious circle, degrade journalism. The dramatic decline in the symbolic and monetary rewards of what has been called “feminized” journalism resulted from technological change and a market-driven turn to consumer-orientations, not women’s incursion. In any case, when women did not make more of a difference, despite critical mass, scholars turned to the paucity of women executives.
The glass ceiling refers to invisible but impenetrable barriers artificially barring women from decision making positions.  According to headlines, women executives would buck male norms and create a different newsroom culture, if only they could break through that barrier.
The notion that  senior leaders of organizations can influence an organization’s culture was consistent with gate keeping, the notion that editors’ personal beliefs influenced their understanding of what was newsworthy. In any case, research does not show that women editors or news managers make significantly different hiring decisions or that they require their staffs to make different decisions. This is not to say nothing has changed: Men may want to prove they are not sexist and therefore use more women as sources.
Generally, however, people who achieve management positions adapt to the newsroom culture.Continuing to dichotomize gender ignores how journalism itself has changed, in part because social, political, and economic change, as well as changes in the status of women, who are not necessarily the opposite of men.
More importantly, race, class, and gender are not separate or independent, but are mutually constructed.
The value of maximum diversity in mass communication professions is better explained by emphasizing how experiences—and therefore our thinking and literally our work—are affected by multiple and intersecting dimensions of identity.

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