1. Haslina/Topic 4 1 HUMAN RELATIONSHIPS AND INTERPERSONAL COMMUNICATION Meeting 1/Session 2 Sunday, 20 February 2010

2. Haslina/Topic 42 Introduction The fundamental building block of every organization, regardless of size or structure, is the human r/ship. The fundamental building block of every organization, regardless of size or structure, is the human r/ship. Without it organization cannot flourish and human potential goes unrealized Without it organization cannot flourish and human potential goes unrealized Yet, in organizational contexts, r/ships are complicated. Why? Yet, in organizational contexts, r/ships are complicated. Why?

3. Haslina/Topic 43 Interpersonal r/ships have at least 3 dimensions: Interpersonal r/ships have at least 3 dimensions: Dominance—the extent to which one person has power over or makes decisions that are followed by the other Dominance—the extent to which one person has power over or makes decisions that are followed by the other Affection—the extent to which each person likes or is attracted to the other Affection—the extent to which each person likes or is attracted to the other Involvement—the degree to which people identify with or interact with each other Involvement—the degree to which people identify with or interact with each other

4. Haslina/Topic 44 Supportive Communication and Human Relationships SC relies on the accurate exchange of messages SC relies on the accurate exchange of messages Research found that: Research found that: Organizations fostering supportive r/ships enjoy higher productivity, faster p-s, higher quality outputs and fewer destructive conflicts than do groups and organizations where interpersonal r/ships are less positive Organizations fostering supportive r/ships enjoy higher productivity, faster p-s, higher quality outputs and fewer destructive conflicts than do groups and organizations where interpersonal r/ships are less positive The presence of good IP r/ships between managers and subordinates was 3 times more powerful in predicting profitability in major corporations over a 5-year period that the 4 next most powerful variables (market share, capital intensity, firm size and sales growth rate) The presence of good IP r/ships between managers and subordinates was 3 times more powerful in predicting profitability in major corporations over a 5-year period that the 4 next most powerful variables (market share, capital intensity, firm size and sales growth rate)

5. Haslina/Topic 45 Effective IP r/ships require both parties meeting several conditions: Effective IP r/ships require both parties meeting several conditions: Coming together on a person-to-person basis Coming together on a person-to-person basis Accurately empathizing with each other’s world view and clearly communicating that u/standing to one another Accurately empathizing with each other’s world view and clearly communicating that u/standing to one another Regarding each other warmly and positively Regarding each other warmly and positively Regarding each other unconditionally Regarding each other unconditionally Perceiving mutually experienced acceptance, empathy and support Perceiving mutually experienced acceptance, empathy and support Exhibiting trusting behavior Exhibiting trusting behavior

6. Haslina/Topic 46 Supportive climate leads to subordinate satisfaction and accuracy in comm., whereas a defensive climate leads to distorted comm. and dissatisfaction Supportive climate leads to subordinate satisfaction and accuracy in comm., whereas a defensive climate leads to distorted comm. and dissatisfaction Supportive comm. engenders feelings of support, understanding and helpfulness and also helps us to overcome 2 significant problems: defensiveness and disconfirmation Supportive comm. engenders feelings of support, understanding and helpfulness and also helps us to overcome 2 significant problems: defensiveness and disconfirmation

7. Haslina/Topic 47 Gibb’s communication climate Supportive Supportive Description Description Problem orientation Problem orientation Spontaneity Spontaneity Empathy Empathy Equality Equality provisionalism provisionalism Defensive Defensive Evaluation Control Strategy Neutrality Superiority certainty

8. Haslina/Topic 48 Principles of Supportive Communication Problem centered, not person centered Problem centered, not person centered Based on congruence, not incongruence Based on congruence, not incongruence Descriptive rather than evaluative Descriptive rather than evaluative Conjunctive, not disjunctive Conjunctive, not disjunctive Validates rather than invalidates individuals Validates rather than invalidates individuals

9. Haslina/Topic 49 Superior-Subordinate Communication How much time do you think supervisors spend communicating with their subordinates? How much time do you think supervisors spend communicating with their subordinates? Factors affecting superior-subordinate comm. Factors affecting superior-subordinate comm. Frequency Frequency With the emergence of technology, the amount has begun to change With the emergence of technology, the amount has begun to change Managers are increasingly inclined to make an announcements, share info, request info and assign tasks through email Managers are increasingly inclined to make an announcements, share info, request info and assign tasks through email Managers prefer to comm. with individual external to their orgs and most consider their interaction with outsiders, as well as superiors to be exciting and challenging. Why? Managers prefer to comm. with individual external to their orgs and most consider their interaction with outsiders, as well as superiors to be exciting and challenging. Why?

10. Haslina/Topic 410 Subordinates too, often appreciate the opportunity to interact with their supervisors depending on the quality of their r/ship and the sorts of issues that precipitate the interaction Subordinates too, often appreciate the opportunity to interact with their supervisors depending on the quality of their r/ship and the sorts of issues that precipitate the interaction

11. Haslina/Topic 411 Openness Openness Can be related to sending messages as well as receiving them Can be related to sending messages as well as receiving them Subordinate’s views of supervisors openness and warmth are based on NV cues such as eye gaze, posture, facial expression and tone of voice Subordinate’s views of supervisors openness and warmth are based on NV cues such as eye gaze, posture, facial expression and tone of voice Subordinate’s perceptions of supervisor openness correlate positively with job satisfaction, as well as reported satisfaction with the supervisor Subordinate’s perceptions of supervisor openness correlate positively with job satisfaction, as well as reported satisfaction with the supervisor

12. Haslina/Topic 412 Problems with S-S comm. Problems with S-S comm. Upward distortion Upward distortion Those near the bottom of the organizational hierarchy are reluctant to comm. upward info that is unfavorable or that in any sense reflects on the negatively. Those near the bottom of the organizational hierarchy are reluctant to comm. upward info that is unfavorable or that in any sense reflects on the negatively. Why do you think so? Why do you think so? Greatly influenced by the nature of the r/ship between superior and subordinate as well as by how the supervisor chooses to comm. downward Greatly influenced by the nature of the r/ship between superior and subordinate as well as by how the supervisor chooses to comm. downward Critical determinant of accurate upward comm. is trust Critical determinant of accurate upward comm. is trust

13. Haslina/Topic 413 Upward influence Upward influence Relates to superior’s perceived upward influence of often referred to as “Pelz effect” Relates to superior’s perceived upward influence of often referred to as “Pelz effect” The notion that subordinate satisfaction is related to both perceived supervisor supportiveness and the supervisor’s actual ability to satisfy some of the subordinate’s needs through influencing those higher in the organizational hierarchy The notion that subordinate satisfaction is related to both perceived supervisor supportiveness and the supervisor’s actual ability to satisfy some of the subordinate’s needs through influencing those higher in the organizational hierarchy

14. Haslina/Topic 414 Semantic information distance Semantic information distance Significant gap in info and u/standing on certain issues that exists between supervisors and subordinates Significant gap in info and u/standing on certain issues that exists between supervisors and subordinates Occurs due to differences in experiences, hierarchical levels and overall perspectives on the organization Occurs due to differences in experiences, hierarchical levels and overall perspectives on the organization

15. Haslina/Topic 415 Peer Interaction in Organizations Often peer r/ships are conceptualized within the broader domain of organizational networks (patterned interaction) Often peer r/ships are conceptualized within the broader domain of organizational networks (patterned interaction) 3 levels of comm. network 3 levels of comm. network Total system networks, map the patterns of comm. throughout the whole org. Total system networks, map the patterns of comm. throughout the whole org. Clique networks focus on groups of individuals within the org who comm. with one another more extensively than they do with others Clique networks focus on groups of individuals within the org who comm. with one another more extensively than they do with others Personal networks identify those individuals who most frequently interact with a particular member(s) of the org. Personal networks identify those individuals who most frequently interact with a particular member(s) of the org.

16. Haslina/Topic 416 Those who tend to be the most empowered in orgs are those who participate actively at each of these network levels Those who tend to be the most empowered in orgs are those who participate actively at each of these network levels They will be better informed of the happenings They will be better informed of the happenings They experience greater connectedness with others They experience greater connectedness with others They get better u/standing of how their job relates to others They get better u/standing of how their job relates to others “Theory of weak ties” reinforces the benefits of encouraging individuals to expand their peer networks and to comm. broadly across the org esp with those offering different perspectives and experiences “Theory of weak ties” reinforces the benefits of encouraging individuals to expand their peer networks and to comm. broadly across the org esp with those offering different perspectives and experiences Those with weaker ties, that is, those who are not in constant contact, often learn a great deal from each other when they do comm. Those with weaker ties, that is, those who are not in constant contact, often learn a great deal from each other when they do comm.

17. Haslina/Topic 417 Within informal comm. peer networks, individuals play diverse roles Within informal comm. peer networks, individuals play diverse roles Isolates—have minimal contact with others, either because they desire little contact or because others seek to avoid them Isolates—have minimal contact with others, either because they desire little contact or because others seek to avoid them Those who are isolated across networks usually suffer from depleted self-confidence, low morale and reduced productivity Those who are isolated across networks usually suffer from depleted self-confidence, low morale and reduced productivity Opinion leaders—occupy informal positions of l/ship (they are quite influential nonetheless though not holding formal position) Opinion leaders—occupy informal positions of l/ship (they are quite influential nonetheless though not holding formal position)

18. Haslina/Topic 418 Gatekeepers—control the flow of info between organizational members Gatekeepers—control the flow of info between organizational members Quite powerful because they can choose to convey or withhold information Quite powerful because they can choose to convey or withhold information Cosmopolites—connects the organization to its relevant environment Cosmopolites—connects the organization to its relevant environment Bridges—belong to at least two groups and connect each group or clique to the other Bridges—belong to at least two groups and connect each group or clique to the other Liaisons—connects two groups without belonging to either one Liaisons—connects two groups without belonging to either one

19. Haslina/Topic 419 Conclusion Can you think of any other types of r/ships that exist in the workplace? Can you think of any other types of r/ships that exist in the workplace?