Reflect & Relate: Chapter 12
Corporate workplaces -primary communication medium
Organizational networks -are the principal wellspring from which people get their workplace info, so it's vital to keep in mind...
*1.* The private is public in the workplace - your communication and behavior will serve as material for discussion among network members. - presume everything you say will be shared throughout your organization. *2.* Organizational networks to which you belong can strongly determine the kinds of opportunities (and obstacles) you'll encounter as you advance in your career - build ties with coworkers who are respected and connected. - try to develop relationships with organizational insiders - the coworkers you befriend strongly determine your experiences in the organization.
Organizational climates -Types
*1. Defensive Climate* *2. Supportive Climate* - rarely purely one or the other, typically fall somewhere in between. - may have different climates within different unites, depending on worker's personalities, job demands and supervisor communication style.
Involvement dimensions
*1. Status* a. Most organizations are structured hierarchically in terms of status, w/ people ranked higher or lower than others in organizational position and power. b. So a defining feature of workplace relationships is the equality or inequality of relationship partners. *2. Intimacy* a. Varies...some remain strictly professional, with IC restricted to work-related concerns, others become deeply personal *3. Choice* a. workplace relationships are defined by choice, the degree to which participants willingly engage in them. b. we choose which coworkers to befriend.
Peer relationships -Additional tactics to maintain collegial & special peer relationships
*1.* Assurances: help to demonstrate commitment to the relationship. a. need to routinely remind them that your relationship is based on choice, rather than professional assignment. (Indirect: inviting them to events outside the workplace; direct: tells them you think of them as primarily friends) *2.* Treat them as whole human beings w/ unique qualities & do not strictly define each other as just coworkers. (aka...remember to talk about personal topics)
Mixed-status relationship How to maintain a mixed-status relationship
*1.* Develop and follow communication rules for what's appropriate to talk about as well as when and how to communicate. *2.*Communicate in consistent & reliable ways a. means displaying a stable and professional manner with supervisors and subordinates rather than allowing personal problems or moods to influence your communication. b. means being punctual, following through on appointments/promises and keeping confidences.
Competent Downward Communication -Key principles
*1.* Routinely & openly emphasize the importance of communication in workplace relationships w/ subordinates. *2.* Listen empathetically. a. respond positively to employees attempts at upward communication, rather than perceiving them as a threat to your power. b. and demonstrate reasonable willingness to take fair/appropriate action in response to what they are saying. *3.* frame your wants/needs to subordinates as polite requests *4.* be sensitive to your subordinates feelings. *5.* Share relevant information w/ employees whenever possible.
Workplace Relationships -Negative side
*1.* can spawn gossip & cliques *2.* can add add'l stress to our lives by forcing us to shoulder not only our own professional burdens but the personal challenges of workplace friendships.
Organizational networks -Nature of info that flows through org networks
*Diverse.* - In some areas of the network, participants exchange work related info - Ex: product development workers might regularly interact with marketing to create ads. - In other parts of the network, participants share personal info. *- Ex:* "rumor mill" gossip and speculation about others coworkers personal/professional lives.
Organizational networks -Forms of organizational networks
*Formally defined:* by the organization *Informal:* created by coworkers themselves.
Peer relationships -Way to maintain peer relationships
- Energy & effort you and your peer invest - *Positivity:* positive, upbeat communication & unsolicited favors w/ peers helps to offset stress & demands in workplace - *Openness:* creating feelings of security and trust b/w you and your peers...created by behaving in predictable, trustworthy and ethical ways in relationships w/ peers (keeping promises, respecting confidences and honesty/integrity)
Peer relationships -Information Peers
- communication is limited to work-related content. - typically created through assignment, not choice. - As a result, lack trust and intimacy - common
Cliques -Downsides to Cliques
- may adopt values contrary to organizational values, priding themselves on being rebels or talking badly about the boss behind his back. - May encourage unethical workplace behavior ( *Ex:*punching friends time card, etc.)
Peer relationships -Transition Collegial Peer to Special Peers
- perceived similarity, shared time and tasks, and socializing are all important, but aren't sufficient to push coworker friendships to the level of best friend. - usually spurred by negative events in partners' personal lives (serious illness, marital discord) or serious work-related problems that require an exceptional level of social support
Peer relationships -Types
1. Information Peers 2. Collegial Peers 3. Special Peers
Advocacy -Principles of advocacy
1. Plan before you pitch 2. Know why your supervisor should agree w/ you 3. Tailor your message 4. Know your supervisor's knowledge 5. Create coalitions before communicating 6. Competently articulate your message
Constructive criticism
1. Remain calm, kind and understanding throughout the exchange. Open with positive remarks and end your comments with similar commendations such as "I know you worked really hard on this, these are just some things to work on in the future". 2. Informatively, honestly and clearly identify the issue or behavior that concerns you, describing it neutrally rather than personalizing. 3. Strive to experience and express empathy toward your subordinate through perspective-taking and empathic concern showing that you understand how he or she might feel 4. Avoid focusing on the error that has been made and instead focus most of your talk on ideas for avoiding it in the future...subordinates respond more favorably when you negotiate solutions with them. *Goal:* not only to correct the errant behavior but to create a mutual consensus w/ your subordinate.
Supervisory Relationships -Why does research suggest supervisors are less likely to give neg feedback to subordinates that they like
1. We are reluctant to give friends who work under us negative feedback b/c of the relationship consequences that may ensue - friends may become angry or accuse us of unfairness. 2. perceptions of others are substantially biased based on whether or not we like them.
Challenges -Most common challenges to workplace relationships
1. Workplace Bullying 2. Development of Romantic Relationships w/ co-workers 3. Sexual Harassment
Organizational Culture -Derives from what sources
1. Workplace Values 2. Workplace Norms 3. Workplace Artifacts
Workplace Relationships -Benefits
1. can enhance our professional skills through the insight others provide. 2. increase the speed in which we rise through the organizational hierarchy. 3. make work more enjoyable 4. bolster our commitment to the organization 5. Improve Morale 6. Decrease Turnover
Supervisory Relationships
1. less likely than peer relationships to evolve into friendships b/c of power imbalance. a. in most friendships, people downplay difference in status and emphasize equality. b. Supervisors Can't: they direct their subordinates efforts, evaluate performance, make decisions regarding pay, etc. 2. While some supervisor-employee relationships can turn into friendships many organizations discourage or forbid it. a. assumed that such relationships impair a supervisors ability to assess subordinates performance.
Organizational networks -Defined by what characteristics?
1. nature of information that flows through them 2. Media or channels through which the information flows 3. Network Density: frequency and number of connections among people in a network.
Mixed-Status Relationships
Associations between coworkers at different levels of power and status in an organization in an organization. - provide the structural foundation on which most organizations are built. *- Ex:*officer-subordinate, trainer-trainee, mentor-protege, supervisory relationships, etc.
Workplace Values
Beliefs people share about work performance, dedication to the organization and coworker relationships. - Other workplace values: beliefs regarding corporate responsibility to the environment, commitment to stakeholders and worker integrity. *Ex:* ice cream parlor stressed employee excellence and productivity, but discouraged workplace relationships.
Praise employees
Best presented privately, except in formal contexts such as recognition dinners and award ceremonies. - Do not spontaneously single out an employee and praise them in front of co-workers, it elevates their status and might foster resentment and envy among among the person's peers and ultimately undermine the organization's climate.
Advocacy
Communication from a subordinate intended to influence a superior in an organization. - most effective form of upward communication - Through advocacy, you learn your superior's communication preferences and how to design messages in ways that will appeal to your superior.
Organizational Networks
Communication links among an organizations members.
Peer relationships -Virtual Peers
Coworkers who communicate mostly through Skype, phone, email and other communication technologies - for them the progression from information peer to collegial peer hinges on how much time the peers spend interacting and working on shared tasks together. - common for virtual peers to become virtual friends, given our comfort and the availability of technology in the workplace.
Cliques -Workplace Cliques
Dense networks of coworkers who share the same workplace values and broader life attitudes. - Within any organization a number of different cliques may exist: slackers, fast track, old boys, etc. - educate new people about whom they can trust and which networks they should belong to, which helps people to quickly assimilate into organizational culture - provide info about how things work in the organization (i.e. need to expedite an order...members of your workplace clique can help)
Organizational networks -Media/channels used in organizational networks
Face to face Cell phone conversations IM Email Virtual Networks
Communication Rules
Govern matters such as *how often* a supervisor & subordinate meet to discuss work projects, whether communications are *formal or informal* & which *channels* are the most appropriate.
Compliment subordinates
Most effectively done when the compliments are focused on a subordinates work - his or her achievements, expertise, attitude, cooperativeness, etc. - Avoid compliments about personal matters - such as appearance. Regardless of your intentions, these compliments can make them uncomfortable or trigger charges of sexual harassment or discrimination.
Professional Peers
People who hold jobs at the same level of power and status as your own. - our most meaningful and intimate workplace relationships are with these people. - most important source of personal and practical support or employees in any type of organization.
Computer-mediated communication -Advantages
Substantial advantages over face to face & phone communication, especially when it comes to complex decision making requiring input from multiple employees (some long distance). - live chat or message board system - people can contribute to the interaction w/o fear of interrupting others. - more democratic: people in authority can't "stare down" those who disagree (suppressing their input) - shy people feel more comfortable contributing - freedom from time and geographic restraint - often more informative, detailed and factual b/c you have the opportunity to fact-check before you post *Biggest advantage:* connecting workers in a relational fashion. Online chat has taken the place of "water cooler" and allows us to form relationships we might not have been able to otherwise.
Incompetent Downward Communication
Wielding your power via controlling communication. Think "power trip". - leads to frustration and dissatisfaction
Competent Downward Communication
Willingness of empowered people to communicate w/o relying on their power in order to appeal to subordinates in positive, empathetic, respectful and open ways. - the effects radiate downward; employees are more motivated, more satisfied w/ their work & more productive
Telecommuting
Working from home and communicating with coworkers via phone and computer.
Workplace Relationships
any affiliation you have w/ a professional peer, supervisor, subordinate, or mentor in a professional setting.
Cyber-Slacking -How companies combat cyber-slacking
by using programs that track employee computer use - often w/o employee knowledge - monitors what sites are visited, screen email for potentially inappropriate messages and record images of employee's screens at periodic intervals. - everything and anything you do on a company computer is considered company property and you will be held accountable for it.
Organizations exist & function because...
coworkers communicate & form relationships with each other. - All the info sharing, decision making and emotional/practical support that occurs in the workplace does so in the context of coworker relationships. - As a result, interpersonal communication and relationships are an organizations lifeblood.
Peer relationships -Collegial Peers
coworkers whom we consider friends - talk about work and personal issues - moderate levels of trust and intimacy - scholars call these relationships "blended" because they incorporate elements of both professional and personal relationships.
Peer relationships -Special Peers
coworkers with whom we share very high levels of emotional support, career related feedback, trust, self-disclosure and friendship - rarest type. - considered "best friends" in the workplace
Organizational Culture
distinct set of workplace traditions, values and practices. - influences everything from job satisfaction and organizational commitment to service quality and staff turnover.
Peer relationships -Transition Information Peer to Collegial Peer
first and most significant transition - workers who spend an extended period of time, placed in proximity of each other or spend time outside of work inevitably form stronger bonds. - Perceived similarity in interest, beliefs and values is what decisively pushes a workplace relationship from acquaintanceship to friendship
Organizational Culture -Socialized into an organizations culture
formal & informal encounters with established coworkers. *- Ex:* happy or unhappy coworkers who have been with the company for a while.
Virtual Networks
groups of coworkers linked solely through email, social networking sites, Skype and other online services. - increasingly prevalent as cost of transportation skyrockets...leading people to opt for telecommuting.
Workplace Norms
guidelines governing appropriate interpersonal communication and relationships. - in every organization, expectations evolve regarding frequency and tone of communication. *- Ex:* some organizations informality is the norm...such as encouraged to challenge your supervisors ideas, regardless of your place in the hierarchy. Other organizations expect you to respect authority.
"Network Density"
how connected each member of the network is to other members. - Dense Networks: every member regularly interacts w/ all other members - Loose Networks: members may have contact with just one or two other members. - Influenced by a variety of factors: job requirements, physical layout of work space and organizational culture. - Strongest Factors: Familiarity and Intimacy; workplaces where members have known each other for a long time and are personally connected tend to be denser.
Upward Communication
messages from a subordinate to a superior. - conducted w/ an eye toward achieving influence - people feel more satisfied in the workplace when they feel that their supervisors listen and are responsive to their concerns. - Persuading supervisors to support our work-related needs and wants.
Downward Communication
messages from a superior to subordinates.
Workplace Artifacts
objects and structures that define the organization. - include everything from physical layout of the workplace, dress code, motivational items (hallway posters urging you to perform your best), etc.
Organizational Climate
overarching emotional quality of a workplace environment. - i.e. the way it feels to be there...friendly, supportive, unfriendly, etc. - created thru interpersonal communication, specifically the amount of trust, openness, listening and supportiveness present in the interactions b/w organizational members. - created from the ground up (sum total of all individuals' interpersonal behavior in the workplace. - so everything you say and do in the workplace contributes.
Defensive Climate
unfriendly, rigid and unsupportive of workers' professional and personal needs. - supervisors might use communication to control others and to strictly enforce company hierarchy. - employees may resist change, be close-minded toward new ideas and negatively perceive any dissent.
Cyber-Slacking
use of a work computer to game, web surf, update facebook, email and IM about personal interests and activities, when they should be focused on work tasks. - avg 2 hrs/day. - employees higher in organizational status, male, under 30 most likely to cyberslack. - lost productivity costs are enormous!
Organizational Insiders
workers who are reputable, knowledgeable, and connected to dense organizational networks.
Supportive Climate
workplace atmosphere that is supportive, warm and open. - workers communicate honestly, collaborate to solve problems, share credit, practice empathy and encourage people to treat one another with respect, despite any imbalance in power.