Module Eleven

The Workplace

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Diversity in the WorkplaceDiversity in the WorkplaceMay be generational.May be influenced by the ability of the

employees.May be influenced by the personalities

of the employees.May be influenced by the culture of

employees.May depend on the professional culture.May depend on the organizational

culture.

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The Multigenerational The Multigenerational WorkforceWorkforce

• Traditionalists: discipline, law and order

• Boomers: affluent, optimistic, idealistic

• Generation Xers: skeptical, resourceful, independent

• The Millennials: bold, brazen, sense of entitlement

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The Culture of the The Culture of the WorkplaceWorkplace

Role culture: conformity to expectations

Achievement culture: fosters creativity, competition

Power culture: clear authority, high expectations

People culture: relationships

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Workplace Workplace CommunicationCommunicationTelephoneComputer-mediated (CMC)

Email Multitasking Technology Confrontations

Written

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Negative Workplace Negative Workplace CommunicationCommunication

rumours, gossipanonymous communicationuntruthful communication

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Rumors and GossipRumors and GossipA rumour is an unverified story or statement about the facts of a situation

Gossip is a type of rumour that focuses on the private or personal affairs of other people

Although they can be harmful, can also be an important social function

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The Nature of Professional The Nature of Professional RelationshipsRelationshipsThe nature of your professional relationships reflects your work responsibilities, the quality of your relationships with colleagues, and the organizational culture in which you work

The quality and success of your professional relationships depend on how well you communicate with your boss, your co-workers, and your customers or clients

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Superior-subordinate Superior-subordinate RelationshipsRelationships

The superior (supervisor) has formal authority over the productivity and behaviour of subordinates (workers)

Superiors direct activities, authorize projects, interpret policies, and assess subordinates performance

Subordinates provide information about themselves, about co-workers, and about the progress of their work as well as “what needs to be done and how it can be done” to supervisors

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Some are formal and distantSome are informal, friendly, and non-threatening without sacrificing respect and productivity

Superior-subordinate Superior-subordinate RelationshipsRelationships

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Co-worker RelationshipsCo-worker RelationshipsInteractions among people who have little or no official authority over one another but who must work together

Satisfying co-worker relationships make the difference between looking forward to and dreading another day at work

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Customer RelationshipsCustomer Relationships

Interactions between someone communicating on behalf of an organization and an individual who is external to the organization

The success of any business or organization depends on effective and ethical communication with customers and clients 1212

The customer has several basic needs:◦They need to feel welcome◦They need enough information to make a decision or solve a problem regarding a service or product

◦They need to be treated with respect – they have the power to take their business elsewhere and encourage others to do the same thing

Customer RelationshipsCustomer Relationships

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Professional Communication Professional Communication ChallengesChallenges

Ineffective and inappropriate communication in professional settings can result in serious consequences: tension, limited advancement opportunities, job loss

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Positive Workplace Positive Workplace RelationshipsRelationships

MentoringNetworkingWorking in teams

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Mentoring RelationshipsMentoring Relationships

An experienced individual helps train a person who is less experienced.

People who have mentors and participate in mentoring relationships get more promotions and higher salaries than those who do not (Scandura, 1992)

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Networking RelationshipsNetworking Relationships

Using other people to help you solve your problems, or at least to offer insights that bear on your problems

Informal and formal

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Networking (cont)Networking (cont)

Begin with people you knowDevelop files of people to contactBe active in locating and establishing

networking relationships

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Effective Communication and Effective Communication and TeamworkTeamwork

Communicate!Listen actively.Don’t blame others.Support group members’ ideas.Get involved.Don’t brag.Be positive.

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Six Types of PowerSix Types of PowerLegitimate: Increase your credibility in

your role.Referent: Demonstrate qualities admired

by those you wish to influence.Reward: Make rewards contingent on

compliance and follow-through.Coercive: Make negative consequences

clear. Be careful.Expert: Cultivate your own expertise.

Connect appeals to this expertise.Information/Persuasion: Increase your

communication competence.20

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Interpersonal PowerInterpersonal Power

The ability of one person to influence or control the behaviour of another person

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PowerPower PrinciplesPrinciples

Power varies from person to person.Power is a part of all interpersonal

messages.Power follows the principle of less

interest.Power has a cultural dimension.Power is frequently used unfairly. 22

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Strategies for Dealing with Strategies for Dealing with Power PlaysPower Plays

Express your feelings.Describe the behaviour to which

you object.State a cooperative response you

both can live with comfortably.

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SexualSexual HarassmentHarassment Behaviour that is• Sexual in nature• Unreasonable• Severe or pervasive• Unwelcome and offensive• Usually a pattern

• Victims can experience decreased work performance, anxiety, depression, self-blame, anger, feelings of helplessness, fear of further harassment, fear of reporting incident

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Intrapersonal Power: Intrapersonal Power: Self-EsteemSelf-Esteem

Attack self-destructive beliefs.

Seek out positive people.Secure affirmation.Work on projects that will result in success.

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Non-assertive, Assertive, and Non-assertive, Assertive, and Aggressive MessagesAggressive MessagesNon-assertive people fail to

assert their rights—“You win, I lose.” (Passive)

Assertive people act in their own best interests—“I win, you win.”

Aggressive people think little of others—“I win, you lose.”

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Principles for Increasing Principles for Increasing Assertive CommunicationAssertive Communication

Analyze assertive communication.

Rehearse assertive communication.

Do it! Communicate assertively.

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