INTERPERSONAL RELATIONSHIPS IN ORGANIZATIONSSeminar Unit 2

SEMINAR QUESTIONS

How do you think understanding how relationships are developed and maintained will help you be successful in the workplace?

How will understanding your and others' communication styles help you develop more satisfactory workplace relationships (i.e., with managers, employees, and customers)? How will you specifically use this information to help you relate with these people now or in the future?

SEMINAR OVERVIEW

Review of Unit 2 assignment

Summary of key concepts

Four communication styles

Case studies

Relating to people with different styles

UNIT 2 ASSIGNMENT Our text talks about the culture of an organization

being a “happening” rather than a thing; that we communicate these “happenings” in some very distinct ways. Applying concepts from the text describe your communication style and discuss how this fits or conflicts with your organization’s culture.

Introduction, body paragraphs, conclusion Define key concepts (culture, style, etc.) Include personal experiences/observations to support

points Cite textbook in paper and in reference section. About 2 pages

INTERPERSONAL RELATIONSHIPS IN ORGANIZATIONS

“Regardless of your status in it, your organization’s success is influenced by the quality of your relationships with your co-workers” (Hamilton, 2005, p. 66).

What are some characteristics you associate with a high quality manager?

DEFINITION OF TERMS: DISCLOSURE

“…Can be of ideas, information from other sources, feelings, or any other topics we can pass on to another person. Individuals can disclose opinions, descriptions of past behaviors, future intentions, feelings, or anything else that can be conceptualized or acted out. Organizations can also disclose, that is, make information available in different degree s to different people” (Steele, 1957, p. 7-8).

DEFINITION OF TERMS: FEEDBACK

“Verbal and visual responses to messages” (Hamilton, 2005, p. 17).

Can be from others or self

CAUTIONS: 4 COMMUNICATION STYLES

Not monolithic

Tendencies, not stereotypes

Pluses and minuses to each

Question of fit to other employees, role, culture

STYLE #1: CLOSED

Low feedback, low disclosure Better with things that people Social anxiety Fear of blame or looking stupid Rule-bound

STYLE #2: BLIND

Low feedback/high disclosure Authoritarian Knowledgeable, capable (“I can do it better”) Controlling Poor delegators

STYLE #3: HIDDEN

High feedback/low discloser Social, well-liked Good listeners Avoid conflict, promote harmony Eager to please, “yes person”

STYLE #4: OPEN

High disclosure/high feedback Good listeners Accept criticism and feedback Productive Flexible

QUIZ: NAME THAT COMMUNICATION STYLE

Barbara: librarian

Rob: corporate executive

Wes: engineer

Luis: scientist

HOW TO COMMUNICATE WITH DIFFERING STYLES … CLOSED

Managers: be careful, avoid questions, low expectations

Employees: keep safe, explain, clear, impersonal

Customers: expectations, help, cautious

HOW TO COMMUNICATE WITH DIFFERING STYLES …BLIND

Managers: respect, precise, loyalty, no blindsiding

Employees: encourage flexibility, appreciative, give autonomy

Customers: be prepared, give them perception of control, punctuality

HOW TO COMMUNICATE WITH DIFFERING STYLES …HIDDEN

Managers: expect politics, be proactive but subtle, tactful

Employees: public praise, private criticism, create confirming environment

Customers: be friendly, self-disclose, referrals

HOW TO COMMUNICATE WITH DIFFERING STYLES …OPEN

Managers: openness and honesty, disclose

Employees: challenge, praise, allow friendships

Customers: listen, equality, stick with facts

CASE STUDY: WHAT WOULD YOU ADVISE?

One of my new staff members is making a lot of mistakes. And he gets defensive every time I let him know what he did wrong. I need to let him know when he makes mistakes so that he doesn’t keep doing the same thing. I am not good at giving feedback. He told me that I make him very nervous. His trial period of 3 months is almost up and I am on the fence about whether to keep him. I know he is trying hard. He has great credentials and experience. And his former employers gave him terrific references.

CASE STUDY: WHAT WOULD YOU ADVISE?

My new boss micromanages and treats us like we are in kindergarten. After she gives an assignment, she hovers, constantly checking on the status of the assignment. Her actions are not only annoying they are insulting. Everyone on our team is an experienced professional. There is no reason for her obsessive behavior. I am getting close to discussing it with her but don't quite know how to address the problem. Recommendations?

CASE STUDY: WHAT WOULD YOU ADVISE?

I am a director of ten. Our organization sends out employee satisfaction surveys every three years. I try to treat everyone fairly, but I am very much a people person. My satisfaction scores were significantly lower in the responses to "my manager treats everyone fairly, and " I feel I can talk to my manager freely". I think when you are a people person, you can be viewed as a manager that shows favoritism and does not treat all employees equally. I have an open door policy, and I believe in treating people fairly, but somehow my intent is being perceived as favoritism.

CASE STUDY: WHAT WOULD YOU ADVISE?

My boss constantly criticizes me. It seems I can do nothing right. I get so angry that I become silent when this happens. Otherwise I am afraid I will lose my temper. My friends tell me to ignore what he says and just keep my cool. Do you have ideas on how to handle his constant criticism?