A tumblelog (also known as a tlog or tumblog) is a variation of a blog that favors short-form, mixed-media posts over the longer editorial posts frequently associated with blogging. Common post formats found on tumblelogs include links, photos, quotes, dialogues, and video. Unlike blogs, tumblelogs are frequently used to share the author’s creations, discoveries, or experiences while providing little or no commentary.
- http://en.wikipedia.org/wiki/Tumblog
• It is a drain to productivity, because people using social media sites and those participating on forums, chat rooms, and blogs are not doing "real work."
• It is a security issue within the company computer systems (because people are logging on to sites outside the corporate firewall).
• People may harm the company brand should employees reveal too much information (gasp! these sites are open access so anyone can see anything).
• It is a bandwidth issue (companies would need to purchase a more robust internet service infrastructure).
I think the big issue here is really one of trust, and the things listed by company representatives as dangers are just excuses. Ultimately, I think the HR and legal people at companies are naïve and scared about what their corporate charges might do in the wide world of the web. Since the HR and legal people don’t really understand social media themselves (and don’t use it for business in their jobs), they just slap on controls.
If you trust your employees, they might surprise you with the ways they promote your business on social media sites. But if you don’t trust them, you end up with only the corporate dregs who don’t mind working in an organization that won’t let them communicate with others in the ways that people are using today, such as social networking, video sharing, blogs, forums, and the like.
full article here
1) Use bloated, imprecise language to make sure your business goals and strategies remain a secret to your employees, suppliers and clients. See The Gobbledegook Manifesto, and do the reverse of what’s suggested.
2) Demand regular, lengthy meetings for every department, work unit and project team. have lengthy regular meetings that repeat many of the same things that have no relevance to individual employees. Provide no training, mentoring or reinforcement of effective meeting techniques. Avoid effective meetings by not referring to Manager Tools.
4) Assign credit for major accomplishments to one executive. Explore opportunities for this corporate leader to be profiled in major publications, explaining how their go-go management style single-handedly resulted in a new product launch. Make sure employees from these projects get a copy of the media coverage, with a memo reinforcing the executive’s brilliant leadership.
5) Announce a new way of doing things every six months, tied to a management trend the human resources manager or the COO saw at a conference. Hire expensive outside consultants to “drive change” into the organization. This works best if employees can see the consultants trade in their old cars for Hummers and BMW convertibles partway through the change process. If you can’t decide on a bold new change initiative, just pick one from the list at random.
6) Make a big show of management’s openness, transparency and trustworthiness at a company-wide Trust Exercise. Next week, introduce efficiency measures that remove senior management meeting records from the intranet.
7) Show that your organization “gets” social media by launching a CEO podcast, as a companion to their dormant blog. Post the first one at a launch event. Post the second one three months later. Don’t post a third one.
8) Live the corporate values and walk the talk, but reward managers who cut corners and undercut other parts of the organization.
9) Systematize employee recognition, setting quotas for praise. Model the desired behavior by praising work units that weren’t involved in a project. Encourage Management by Walking Around, in which high-level managers dispense recognition randomly.
