Chapter 12. Relationships in the Workplace Theory

DISCUSSION STARTER 1: Think of the relationships you have with people at work. What makes them “good” or “bad”? When you compare the benefits and drawbacks of your close workplace relationships, how does this affect your feelings about the organization where you work?

I. Defining Workplace Relationships

A. Workplace Relationships are formed by colleagues at work. Workplace relationships have three dimensions: (a) status (equal or unequal); (b) intimacy (how much people confide in each other), and (c) choice (how much choice they have in creating these relationships).

B. Benefits and Costs of Workplace Relationships: (Patricia M. Sias): BENEFITS: (a) enhance our professional skills; (b) make work more enjoyable; (c) bolster commitment; (d) improve morale; (e) decrease turnover; COSTS: (a) spawn gossip; (b) create cliques; (c) add stress due to having to deal with these challenges.

C. Workplace relationships are maintained through: (a) social networks; (b) ethnic, religious and socioeconomic cultures; (c) unique organizational culture; (d) organizational communication networks.

DISCUSSION STARTER 2: Think about the culture of an organization you belong to. What norms exist regarding communication? What artifacts bolster these expectations? What values are considered most important for the organization’s success? How does the organizational culture shape your work and your feelings about the organization?

II. Workplace Culture

A. Organizational Culture is a set of unique traditions, beliefs and practices (Daniel Katz). Consists of (a) workplace values (beliefs about performance, dedication to the organization, and co-worker relationships; beliefs regarding corporate responsibility for the environment, commitment to stakeholders, and worker integrity; (b) workplace norms (what constitutes appropriate communication and relationships); (c) workplace artifacts (objects and structures that define the organization: physical laout, dress code, motivational items such as hallway posters).

B. Organizational Culture is socialized: (a) through formal encounters; (b) through informal encounters.

C. Organizational Culture is promoted through networks that have three distinguishing characteristics: (a) nature of information (b) media or channels; (c) number and frequency of connections (network density).

• Nature of Information: (a) work-related information; (b) personal information; (c) rumor mill.

• Network media include: (a) face-to-face communication; (b) phone conversations; (c) messaging; (d) e-mail; (e) group exchanges in virtual networks linked through the internet.

• Density: how connected is each member of the network to others: do all members interact regularly. This is determined by: (a) job requirements; (b) physical layout of the space; (c) organizational culture; (d) familiarity and intimacy.

D. Organizational Networks come in different forms (Katherine Miller): (a) formally defined by the organization; (b) informally founded by coworkers, including cliques (groups that share workplace values and broader life attitudes): “slackers,” “fast trackers,” “old boys,” etc.

E. Cliques have ADVANTAGES: (a) teach new people about communication; (b) help them assimilate; (c) provide information; and SHORTCOMINGS: (a) teach values that can be contrary to the organization; (b) encourage unethical behavior.

F. Two things to remember: (a) the private is public at work; (b) cliques determine what kind of opportunities – and obstacles – you can encounter in your career.