HUMAN RELATIONSHIPS AND INTERPERSONAL COMMUNICATION

Haslina/Topic 4Haslina/Topic 4 11

HUMAN RELATIONSHIPS AND HUMAN RELATIONSHIPS AND INTERPERSONAL INTERPERSONAL

COMMUNICATIONCOMMUNICATION

Meeting 1/Session 2Meeting 1/Session 2

Sunday, 20 February 2010Sunday, 20 February 2010


IntroductionIntroduction

The fundamental building block of every The fundamental building block of every organization, regardless of size or structure, is organization, regardless of size or structure, is the human r/ship. the human r/ship. Without it organization cannot flourish and human Without it organization cannot flourish and human

potential goes unrealizedpotential goes unrealized Yet, in organizational contexts, r/ships are Yet, in organizational contexts, r/ships are

complicated. Why?complicated. Why?


Interpersonal r/ships have at least 3 Interpersonal r/ships have at least 3 dimensions:dimensions: DominanceDominance—the extent to which one person has —the extent to which one person has

power over or makes decisions that are followed power over or makes decisions that are followed by the otherby the other

AffectionAffection—the extent to which each person likes or —the extent to which each person likes or is attracted to the otheris attracted to the other

InvolvementInvolvement—the degree to which people identify —the degree to which people identify with or interact with each otherwith or interact with each other


Supportive Communication and Human Supportive Communication and Human RelationshipsRelationships

SC relies on the accurate exchange of messagesSC relies on the accurate exchange of messages Research found that:Research found that:

Organizations fostering supportive r/ships enjoy higher Organizations fostering supportive r/ships enjoy higher productivity, faster p-s, higher quality outputs and fewer productivity, faster p-s, higher quality outputs and fewer destructive conflicts than do groups and organizations destructive conflicts than do groups and organizations where interpersonal r/ships are less positivewhere interpersonal r/ships are less positive

The presence of good IP r/ships between managers and The presence of good IP r/ships between managers and subordinates was 3 times more powerful in predicting subordinates was 3 times more powerful in predicting profitability in major corporations over a 5-year period that profitability in major corporations over a 5-year period that the 4 next most powerful variables (market share, capital the 4 next most powerful variables (market share, capital intensity, firm size and sales growth rate)intensity, firm size and sales growth rate)


Effective IP r/ships require both parties Effective IP r/ships require both parties meeting several conditions:meeting several conditions: Coming together on a person-to-person basisComing together on a person-to-person basis Accurately empathizing with each other’s world Accurately empathizing with each other’s world

view and clearly communicating that u/standing to view and clearly communicating that u/standing to one anotherone another

Regarding each other warmly and positivelyRegarding each other warmly and positively Regarding each other unconditionallyRegarding each other unconditionally Perceiving mutually experienced acceptance, Perceiving mutually experienced acceptance,

empathy and supportempathy and support Exhibiting trusting behavior Exhibiting trusting behavior


Supportive climate leads to subordinate Supportive climate leads to subordinate satisfaction and accuracy in comm., whereas a satisfaction and accuracy in comm., whereas a defensive climate leads to distorted comm. and defensive climate leads to distorted comm. and dissatisfactiondissatisfaction

Supportive comm. engenders feelings of Supportive comm. engenders feelings of support, understanding and helpfulness and support, understanding and helpfulness and also helps us to overcome 2 significant also helps us to overcome 2 significant problems: defensiveness and disconfirmationproblems: defensiveness and disconfirmation


Gibb’s communication climateGibb’s communication climate

SupportiveSupportive DescriptionDescription Problem orientationProblem orientation SpontaneitySpontaneity EmpathyEmpathy EqualityEquality provisionalismprovisionalism

DefensiveDefensive EvaluationEvaluation ControlControl StrategyStrategy NeutralityNeutrality SuperioritySuperiority certaintycertainty


Principles of Supportive CommunicationPrinciples of Supportive Communication

Problem centered, not person centeredProblem centered, not person centered Based on congruence, not incongruenceBased on congruence, not incongruence Descriptive rather than evaluativeDescriptive rather than evaluative Conjunctive, not disjunctiveConjunctive, not disjunctive Validates rather than invalidates individualsValidates rather than invalidates individuals


Superior-Subordinate CommunicationSuperior-Subordinate Communication

How much time do you think supervisors spend How much time do you think supervisors spend communicating with their subordinates?communicating with their subordinates?

Factors affecting superior-subordinate comm.Factors affecting superior-subordinate comm. FrequencyFrequency

With the emergence of technology, the amount has begun to With the emergence of technology, the amount has begun to changechange

Managers are increasingly inclined to make an announcements, Managers are increasingly inclined to make an announcements, share info, request info and assign tasks through emailshare info, request info and assign tasks through email

Managers prefer to comm. with individual external to their orgs Managers prefer to comm. with individual external to their orgs and most consider their interaction with outsiders, as well as and most consider their interaction with outsiders, as well as superiors to be exciting and challenging. Why?superiors to be exciting and challenging. Why?


Subordinates too, often appreciate the Subordinates too, often appreciate the opportunity to interact with their supervisors opportunity to interact with their supervisors depending on the quality of their r/ship and the depending on the quality of their r/ship and the sorts of issues that precipitate the interactionsorts of issues that precipitate the interaction


OpennessOpenness Can be related to sending messages as well as receiving Can be related to sending messages as well as receiving

themthem Subordinate’s views of supervisors openness and Subordinate’s views of supervisors openness and

warmth are based on NV cues such as eye gaze, posture, warmth are based on NV cues such as eye gaze, posture, facial expression and tone of voicefacial expression and tone of voice

Subordinate’s perceptions of supervisor openness Subordinate’s perceptions of supervisor openness correlate positively with job satisfaction, as well as correlate positively with job satisfaction, as well as reported satisfaction with the supervisorreported satisfaction with the supervisor


Problems with S-S comm.Problems with S-S comm. Upward distortionUpward distortion

Those near the bottom of the organizational hierarchy Those near the bottom of the organizational hierarchy are reluctant to comm. upward info that is unfavorable are reluctant to comm. upward info that is unfavorable or that in any sense reflects on the negatively. or that in any sense reflects on the negatively.

Why do you think so?Why do you think so?

Greatly influenced by the nature of the r/ship between Greatly influenced by the nature of the r/ship between superior and subordinate as well as by how the superior and subordinate as well as by how the supervisor chooses to comm. downwardsupervisor chooses to comm. downward

Critical determinant of accurate upward comm. is Critical determinant of accurate upward comm. is trusttrust


Upward influenceUpward influence Relates to superior’s perceived upward influence of Relates to superior’s perceived upward influence of

often referred to as “Pelz effect”often referred to as “Pelz effect” The notion that subordinate satisfaction is related to The notion that subordinate satisfaction is related to bothboth

perceived supervisor supportiveness and the supervisor’s perceived supervisor supportiveness and the supervisor’s actual ability to satisfy some of the subordinate’s needs actual ability to satisfy some of the subordinate’s needs through influencing those higher in the organizational through influencing those higher in the organizational hierarchyhierarchy


Semantic information distanceSemantic information distance Significant gap in info and u/standing on certain issues Significant gap in info and u/standing on certain issues

that exists between supervisors and subordinatesthat exists between supervisors and subordinates Occurs due to differences in experiences, hierarchical levels Occurs due to differences in experiences, hierarchical levels

and overall perspectives on the organizationand overall perspectives on the organization


Peer Interaction in Organizations Peer Interaction in Organizations

Often peer r/ships are conceptualized within the Often peer r/ships are conceptualized within the broader domain of organizational networks (patterned broader domain of organizational networks (patterned interaction)interaction)

3 levels of comm. network3 levels of comm. network Total system networksTotal system networks, map the patterns of comm. , map the patterns of comm.

throughout the whole org.throughout the whole org. Clique networksClique networks focus on groups of individuals within the focus on groups of individuals within the

org who comm. with one another more extensively than org who comm. with one another more extensively than they do with othersthey do with others

Personal networksPersonal networks identify those individuals who most identify those individuals who most frequently interact with a particular member(s) of the org.frequently interact with a particular member(s) of the org.


Those who tend to be the most empowered in orgs are Those who tend to be the most empowered in orgs are those who participate actively at each of these those who participate actively at each of these network levelsnetwork levels They will be better informed of the happeningsThey will be better informed of the happenings They experience greater connectedness with othersThey experience greater connectedness with others They get better u/standing of how their job relates to othersThey get better u/standing of how their job relates to others

““Theory of weak ties” reinforces the benefits of Theory of weak ties” reinforces the benefits of encouraging individuals to expand their peer encouraging individuals to expand their peer networks and to comm. broadly across the org esp networks and to comm. broadly across the org esp with those offering different perspectives and with those offering different perspectives and experiencesexperiences Those with weaker ties, that is, those who are not in Those with weaker ties, that is, those who are not in

constant contact, often learn a great deal from each other constant contact, often learn a great deal from each other when they do comm.when they do comm.


Within informal comm. peer networks, Within informal comm. peer networks, individuals play diverse rolesindividuals play diverse roles IsolatesIsolates—have minimal contact with others, either —have minimal contact with others, either

because they desire little contact or because others because they desire little contact or because others seek to avoid themseek to avoid them

Those who are isolated across networks usually suffer Those who are isolated across networks usually suffer from depleted self-confidence, low morale and reduced from depleted self-confidence, low morale and reduced productivityproductivity

Opinion leadersOpinion leaders—occupy informal positions of —occupy informal positions of l/ship (they are quite influential nonetheless l/ship (they are quite influential nonetheless though not holding formal position)though not holding formal position)


GatekeepersGatekeepers—control the flow of info between —control the flow of info between organizational membersorganizational members

Quite powerful because they can choose to convey or Quite powerful because they can choose to convey or withhold informationwithhold information

CosmopolitesCosmopolites—connects the organization to its —connects the organization to its relevant environmentrelevant environment

BridgesBridges—belong to at least two groups and —belong to at least two groups and connect each group or clique to the otherconnect each group or clique to the other

LiaisonsLiaisons—connects two groups without belonging —connects two groups without belonging to either oneto either one


ConclusionConclusion

Can you think of any other types of r/ships that Can you think of any other types of r/ships that exist in the workplace?exist in the workplace?

HUMAN RELATIONSHIPS AND INTERPERSONAL COMMUNICATION

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