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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?