1. I NTERPERSONAL R ELATIONSHIPS IN O RGANIZATIONS Seminar Unit 2

2. S EMINAR Q UESTIONS 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?

3. S EMINAR O VERVIEW Review of Unit 2 assignment Summary of key concepts Four communication styles Case studies Relating to people with different styles

4. U NIT 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

5. I NTERPERSONAL R ELATIONSHIPS IN O RGANIZATIONS “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?

6. D EFINITION OF TERMS : D ISCLOSURE “…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).

7. D EFINITION OF TERMS : F EEDBACK “Verbal and visual responses to messages” (Hamilton, 2005, p. 17). Can be from others or self

8. C AUTIONS : 4 COMMUNICATION STYLES Not monolithic Tendencies, not stereotypes Pluses and minuses to each Question of fit to other employees, role, culture

9. S TYLE #1: C LOSED Low feedback, low disclosure Better with things that people Social anxiety Fear of blame or looking stupid Rule-bound

10. S TYLE #2: B LIND Low feedback/high disclosure Authoritarian Knowledgeable, capable (“I can do it better”) Controlling Poor delegators

11. S TYLE #3: H IDDEN High feedback/low discloser Social, well-liked Good listeners Avoid conflict, promote harmony Eager to please, “yes person”

12. S TYLE #4: O PEN High disclosure/high feedback Good listeners Accept criticism and feedback Productive Flexible

13. Q UIZ : N AME THAT COMMUNICATION STYLE Barbara: librarian Rob: corporate executive Wes: engineer Luis: scientist

14. H OW TO COMMUNICATE WITH DIFFERING STYLES … C LOSED Managers: be careful, avoid questions, low expectations Employees: keep safe, explain, clear, impersonal Customers: expectations, help, cautious

15. H OW TO COMMUNICATE WITH DIFFERING STYLES …B LIND Managers: respect, precise, loyalty, no blindsiding Employees: encourage flexibility, appreciative, give autonomy Customers: be prepared, give them perception of control, punctuality

16. H OW TO COMMUNICATE WITH DIFFERING STYLES …H IDDEN Managers: expect politics, be proactive but subtle, tactful Employees: public praise, private criticism, create confirming environment Customers: be friendly, self-disclose, referrals

17. H OW TO COMMUNICATE WITH DIFFERING STYLES …O PEN Managers: openness and honesty, disclose Employees: challenge, praise, allow friendships Customers: listen, equality, stick with facts

18. C ASE STUDY : W HAT 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.

19. C ASE S TUDY : W HAT 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?

20. C ASE S TUDY : W HAT 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.

21. C ASE S TUDY : W HAT 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?