Chapter 7: Organizational Relationships Introduction To Huma

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Chapter 7: Organizational Relationships Introduction Human beings are inherently social Tasks are accomplished through division of labor, individual specialization of skills and tasks, and interaction with others through relationships Many factors influence these relationships, particularly in the workplace Case Study: The Flight Attendant August 9, 2010 – Steven Slater was working for JetBlue While taxiing after landing, Slater instructed a passenger to remain seated While ignoring Slater, the passenger continued in her efforts and in the process hit Slater in the head with her bag Slater promptly announced his unhappiness on the plane’s intercom, pulled the emergency evacuation chute, slid down, drove off and was arrested later that day Emotion in the Workplace Employees bring their emotions to work with them every day Emotions are an inseparable part of everyday life Emotions are intense feelings directed at someone or something, they are reactions to a person or an event How many different emotions can you think of? Emotional Labor Work that requires the employee to display certain emotions as part of the job Explained by Hochschild as “labor requiring one to induce or suppress feeling in order to sustain the outward countenance that produces the proper state of mind in other . . . .” Professions with high emotional labor: Doctors Nurses Restaurant wait staff Flight attendants Regulating Your Emotions Accept the fact that as human beings we are going to be emotional, positive/negative impacts on our communication Be aware of our own emotions and the psychological and physical impact they are having on us at any given time Decide on what action is necessary in light of our emotions and the emotions of our colleague Emotions are tied to stress, which is linked to burnout Practicing empathy, or the identification and understanding of the way others feel, will help us better know how to balance the emotional and rational aspects of our communication Critical Thinking Questions - Emotions Are there jobs where it is completely inappropriate to show emotion? Are certain personality types better suited for jobs with high levels of emotional labor? Listening and Relationships Active listening is listening and responding in a manner that supports mutual understanding of a message Active listening requires concentration and feedback of the message so the sender can determine the accuracy of the listener’s interpretation What are some reasons that we don’t listen? Perception in the Workplace Perception is the process by which we become aware of our surroundings and interpret meaning Perception checking is important for effective interactions, and we do so by asking questions and seeking out alternative viewpoints Our perception, which is based on our experiences, what we think, and our emotional state, inherently become our reality – meaning that our perception, or our interpretation of a situation, affects how we approach organizational relationships Perception Model Nonverbal Communication in the Workplace Nonverbal interactions, including body movements, facial expressions, intonations and other subtle factors, can easily impact the delivery of a message. Nonverbal channels include: Physical appearance Kinesics Touch Facial Expression Space Voice (tone and emphasis) Our use of time Personality and Organizational Relationships Personality (sum total of ways in which an individual reacts to and interacts with others) is an important consideration for organizational relationships Analyzing a person’s different personality can better help to understand a situation Myers-Briggs type indicator Big 5 model Emotional intelligence Attribution theory Fundamental attribution theory Case Study: CBS Hit The Big Bang Theory Sheldon, a character on the show The Big Bang Theory is a scientist with an IQ of 187 Though academically intelligent, he has a very low level of emotional intelligence The television show features characters with various levels of emotional intelligence, and Sheldon’s EI grows over time Can you rank the EI of the characters? Decision-Making and Relationships Decision-making occurs as a reaction to a problem, or an awareness that a discrepancy exists between the current and desired state of affairs Decisions can be made in a variety of ways, including leader mandates, powerful minorities, majority rule, and consensus Processes to assist with decision-making include: brainstorming, the Delphi technique, nominal group technique Critical Thinking Questions – Decision-Making Consider the organizations of which you have been a part: for example, family, church, school, a job. What type of decision-making process was typically used? How did these decision-making processes influence the relationships of those involved? Power, Politics, and Ethics: Effects on Relationships Ethical standards adopted by an organization can constrain the abuse of power, and can provide appropriate guidance to help direct employee relational behavior in positive ways Ethical abuses can occur, so communicating in a positive manner and developing solid relationships is useful Context Matters For-Profit Organizations Many different personality types typical in large organizations Small Businesses Fewer employees, both challenging and positive personalities Nonprofit Organizations Mission or affiliation can draw like-minded people Government Sector Political understandings can constrain relationships

Paper For Above instruction

Introduction

Human beings are inherently social creatures, and organizational relationships are fundamental to the functioning of workplaces. These relationships are shaped by numerous factors, including emotions, perceptions, personality differences, decision-making processes, and organizational culture. Understanding these dynamics is essential for fostering effective communication, collaboration, and overall organizational health. This paper explores the intricacies of organizational relationships, emphasizing the role of emotions, perception, personality, decision-making, and ethical considerations, supported by relevant case studies and scholarly insights.

Emotions in the Workplace

Employees bring their emotions into the workplace daily, influencing interactions and organizational climate. Emotions are intense feelings directed at people or events, and they can significantly impact communication effectiveness (Gross, 2015). Emotional labor, a concept introduced by Hochschild (1983), refers to the requirement for employees—especially in service roles such as nurses, flight attendants, and restaurant staff—to regulate their emotional expressions to meet organizational expectations. For instance, flight attendants must often display calmness and patience despite challenging situations, which can lead to emotional exhaustion or burnout (Grandey, 2003).

Recognizing that emotions can positively or negatively affect communication is critical. Emotional awareness allows employees to manage their feelings constructively, practicing empathy to understand colleagues' perspectives, which enhances relational dynamics (Mayer & Salovey, 1997). However, there are jobs where expressing emotion may be inappropriate, such as in high-security security roles, where emotional detachment is necessary for objectivity (Bradberry & Greaves, 2009).

Personality types also influence emotional experiences and management. For example, individuals with high emotional intelligence (EI) are better equipped to handle workplace stress and foster positive relationships (Goleman, 1998). The character Sheldon from "The Big Bang Theory" exemplifies low EI, especially in understanding and regulating his emotions, illustrating how EI impacts workplace interactions.

Perception and Nonverbal Communication

Perception is the process of interpreting environmental stimuli, which informs how individuals understand organizational relationships. Perception checking—asking questions and seeking clarifications—can mitigate misunderstandings rooted in perceptual biases (Lustig & Koester, 2010). Since perception is influenced by personal experiences, beliefs, and emotional states, it often skews interactions and judgments.

Nonverbal communication plays a vital role in conveying messages. Facial expressions, body language, tone of voice, and personal space significantly impact how messages are received (Burgoon, 2015). For example, a colleague's crossed arms and lack of eye contact may be perceived as disinterest or hostility, affecting trust. Awareness of these cues facilitates better interpersonal understanding and reduces miscommunication.

Personality and Decision-Making

Personality, the unique combination of characteristics that determine individual behavior, influences decision-making and relational dynamics. Tools like the Myers-Briggs Type Indicator (MBTI) and the Big Five personality model help organizational leaders comprehend individual differences (McCrae & Costa, 1998). For instance, extroverted individuals may prefer collaborative decision-making, while introverted persons might favor solitary analysis.

Decision-making processes vary, including leader mandates, majority rule, consensus, and techniques such as brainstorming or Delphi methods (Vinson & Lampe, 2018). The choice of process impacts relationships; collaborative procedures foster inclusiveness, while authoritarian styles may breed resentment or alienation. For example, in small businesses, fewer employees often lead to informal, flexible decision-making, promoting stronger relationships but potentially risking groupthink.

In organizations, decision-making also intersects with power, politics, and ethics. Ethical standards serve as guidelines to prevent abuse of power and promote positive relational behaviors (Ferrell et al., 2019). Clear communication and ethical conduct are essential for building trust, especially when organizational decisions affect stakeholders.

Organizational Culture and Context

Context influences the nature and quality of relationships within organizations. For-profit institutions often host diverse personalities, requiring effective conflict resolution and communication skills. Nonprofit organizations attract like-minded individuals motivated by a shared mission, fostering cohesive relationships. Conversely, the government sector's political environment can impose constraints on interactions, potentially limiting openness or collaborative decision-making (Davis & Olson, 2020).

Understanding organizational culture—values, norms, and practices—helps manage relationships effectively. For example, a culture emphasizing transparency encourages open dialogue, while hierarchical cultures may discourage upward communication, affecting trust and engagement.

Conclusion

Organizational relationships are complex, shaped by emotional, perceptual, personality, decision-making, and contextual factors. Recognizing the influence of emotions and emotional labor enhances workplace well-being, while awareness of perception and nonverbal communication improves understanding. Appreciating individual differences through personality assessments informs better decision-making and relationship management. Ethical standards and organizational culture further influence interpersonal dynamics, highlighting the importance of fostering positive relationships for organizational success. Leaders and employees alike must develop awareness and skills to navigate these multifaceted interactions effectively.

References

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