Module Eleven The Workplace 1

Diversity in the Workplace May 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. 2

The Multigenerational Workforce Traditionalists: discipline, law and order Boomers: affluent, optimistic, idealistic Generation Xers: skeptical, resourceful, independent The Millennials: bold, brazen, sense of entitlement 12-3

The Culture of the Workplace Role culture: conformity to expectations Achievement culture: fosters creativity, competition Power culture: clear authority, high expectations People culture: relationships 12-4

Workplace Communication Telephone Computer-mediated (CMC)   Multitasking  Technology Confrontations Written 5 5

Negative Workplace Communication  rumours, gossip  anonymous communication  untruthful communication 6 6

Rumors and Gossip A 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 7 7

The Nature of Professional Relationships The 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 8 8

Superior-subordinate Relationships 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 9

Some are formal and distant Some are informal, friendly, and non- threatening without sacrificing respect and productivity Superior-subordinate Relationships 10

Co-worker Relationships Interactions 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 11

Customer 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 12

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 Relationships 13

Professional Communication Challenges Ineffective and inappropriate communication in professional settings can result in serious consequences: tension, limited advancement opportunities, job loss 14

Positive Workplace Relationships Mentoring Networking Working in teams 15

Mentoring 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) 16

Networking Relationships Using other people to help you solve your problems, or at least to offer insights that bear on your problems Informal and formal 17

Networking (cont) Begin with people you know Develop files of people to contact Be active in locating and establishing networking relationships

Effective Communication and Teamwork Communicate! Listen actively. Don’t blame others. Support group members’ ideas. Get involved. Don’t brag. Be positive. 19

Six Types of Power Legitimate: 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

Interpersonal Power The ability of one person to influence or control the behaviour of another person 21

Power Principles 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

Strategies for Dealing with Power Plays Express your feelings. Describe the behaviour to which you object. State a cooperative response you both can live with comfortably. 23

Sexual Harassment 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 24

Intrapersonal Power: Self-Esteem Attack self-destructive beliefs. Seek out positive people. Secure affirmation. Work on projects that will result in success. 25

Non-assertive, Assertive, and Aggressive Messages Non-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.” 26

Principles for Increasing Assertive Communication Analyze assertive communication. Rehearse assertive communication. Do it! Communicate assertively. 27