This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: Chapter 7: Work Relationships Work relationships follow norms, standards, and rules. Also, on ethical communication:-Refraining from comments intended as personal attacks, from gossip, and from careless communication that reveals sensitive information-Being straightforward and honest with coworkers, customers, and supervisors-Avoiding delays and distortions, not hiding information, and not manipulating a relationship for personal gain-Recognizing that work relationships exist for the primary purpose of achieving organizational goals and acting on this principle when and if a conflict of interest arises I. Manager-employee relationships: most important Survey: top reason for either staying with or leaving a company was because of a relationship with their boss Goal setting – important feature of manager-employee relationships in ensuring coordination; so is situational knowledge. Communicating competently is most effectively accomplished when power is shared and diversity is managed. Set goals that are consistent with rest of organization, encourage openness, cooperation, honesty, friendliness. Characteristic of strong relationship: mutual influence, power, good communication Situational knowledge: managers communicate downward, employees communicate upward. Effective managers: approachable, sensitive, credible, supportive, confident, honest. Their communication shows frankness, respect, empathy, calm. Quick to explain decisions, articulate, clear, encourage input. Managers pleased with employees who show the following” good job performance, ability to handle pressure, help in promoting boss’s success, cooperativeness, honesty, supportiveness. Provide feedback, disagree constructively, etc. If the characteristics are present, then the manager and employee both exert positive influence on each other. Managers are affected by employees’ actions, attitude, support, performance, and communication style. Leader-Member Exchange Theory (LMX) – employees get sense of trust and respect with their boss when boss offers or exchanges resources, support, and influence, esp if done outside business hours or context. Then, the employees reciprocate. Power sharing: (power: decision-making ability, distributing rewards and/or punishments). 1) Managers hold all the power and workers hold none – rare now, popular in early 20 th cent; organizations with high rigidity, strict adherence to process, communication from top down 2) Neither supervisors nor workers have much power – bad for organizations, leads to petty dictatorial styles, hoarding, reliance on politics, “passing the buck” etc. 3) Workers hold most of the power, supervisors hold little – rare but growing (Ben & Jerry’s, Honda) deemphasize status differences, but may be too decentralized 4) Managers and workers share power – workers enjoy satisfaction and commitment without losing direction; when people feel they have some control, they are more energetic in accomplishing goals and managers can effectively...
View Full Document
This note was uploaded on 03/07/2008 for the course COMM 3010 taught by Professor Earle, b during the Fall '07 term at Cornell.
- Fall '07
- EARLE, B