Michael R. H. Swanson, Ph. D.
Office: GHH 215
Hours M, W, F, 11:00 - 12:00
T: 2:00 - 3:00 and By Appointment
Phone: (254) 3230
This chapter and the one which follows may be the two saddest chapters in Shipler’s book, yet even here, there are moments where people might dare to hope. As you read chapter 5, I’d like to have you think a little about how you felt when you first applied for a job? I’m going to ask people about this. I’m curious, for one thing, how many of you found your first employment by “networking”...working for a friend of parents, or perhaps for your parents themselves. I’m also wondering if that made a difference in the application process or in your first experiences on the worksite. I’m hoping volunteers will tell us a little about their experiences.
What happens when there is a gulf between classes? What kinds of misconceptions do employers and employees have about each other when they sit on opposite sides of the class divide? You’ll find a number of different narratives in this chapter. You’ll also encounter employers who approach the problem in very different ways. Which, in your estimation is the best, and has the best insight into how to work creatively with the working poor–not only for their benefit, but for the benefit of the business, as well. Which is most captive of his own stereotypes? Why can the workplace be an especially daunting (scary) place for those in poverty?
Bosses versus workers
When I take a long time, I am slow.
When my boss takes a long time, he is thorough.
When I don't do it, I am lazy.
When my boss doesn't do it, he's too busy.
When I do it without being told, I'm trying to be smart.
When my boss does the same, that is initiative.
When I please my boss, that's brown-nosing.
When my boss pleases his boss, that's co-operating.
When I do good, my boss never remembers.
When I do wrong, he never forgets.