Relationships in the Workplace - Essay Example

Relationships in the Workplace Man works not simply to earn for a living but more so to fulfill his/her being. Through work, man achieves self-realization as work naturally connects man “into a network of social relationships, provides anchorage, and by being a central social process, and a major social device vouchsafe for the individuals’ identification… helps the individuals… derive content and meaning in life by providing experience in work” (Rangarajan, 2009, pp.1-2). With this, workplace relationships become vital as they set the atmosphere in the workplace and serve as man’s source of happiness with work, which is proven “critical to an individual’s overall well-being” (Long, 2005, p. 303) affecting organizational performance and productivity. McCornack’s (2007) Concept on Relationships in the Workplace: A Summary Workplace relationships pertain to any relationships between and among employees in an organization: relationships between supervisor – subordinate, employee – employee etc. With organizations composed of disparate unique individuals, workplace relationships vary, too in three dimensions: (1) the status of employees as defined by organizational structure or hierarchy implying equality or inequality; (2) the level of intimacy that characterizes relationships whether (a) professional wherein employees’ interaction is limited only to work-related matters, or (b) personal wherein employees’ interaction transcended their personal lives; and (3) the choices employees make as to whom and what relationship they are willing to enter into (pp. 420-421). Just like any other interpersonal relationships built and developed within the broader context of the social networks and socio-economic environment interrelating partners have, so too are workplace relationships. Yet what mark workplace relationships different are the unique culture and interpersonal communication networks that every organization has. Organizational culture embodies the organization’s set of beliefs and practices as derived from its norms, artefacts and values in which employees fit in and adopt. While, organizational networks are characterized by the (a) nature – type and participants exchanging – of information streaming through the network, (b) media or channels – face-to-face encounters or utilizing communication technologies – used to pass through information, and (c) frequency of information and density of networks – dense or loose. Organizational networks whether formal – defined by the organization like the company union – or informal – defined by employees themselves like workplace cliques – are important in workplace relationships because they are the source of workplace information and they can also establish career opportunity or threat (pp. 421-424). The combined result of the organization’s culture, network and the interpersonal interaction that happens within the organization make up the organizational climate, which generally can either be defensive – an unfriendly, rigid and non-supportive workplace – or supportive – a warm, open, and supportive workplace – as determined by the manner employees’ communicate along six dimensions: strategy (rehearsed communication) vs. spontaneity (open and honest communication), dogmatism (definitive) vs. flexibility (willing to modify), control (manipulative) vs. collaboration (cooperative), evaluation (judgmental) vs. description (objective but not blunt), detachment (disinterested to personal concerns) vs. empathy (listens to personal grievances), superiority (bossy) vs. equality (respectful). As workplace relationships are vital to organizations productivity, organizations should foster a supportive climate (pp. 425-428). Fostering peer relationships can best do this, as peer relationships can greatly define the quality of employees’ work lives because they regarded their peers the most trusted source of personal and practical support. There are different types of peer relationships but the most meaningful are the professional peers – interrelationship of employees of equal power and status – while, the most intriguing are the cross-sex peers relationships. Another workplace relationship is the mixed-status relationships, which unlike peer relationships is formal and assigned rather than chosen, as it refers to superior-subordinate relationship. Unlike in professional peer relationships, friendship is less likely to develop and is discouraged in mixed-status relationship because of power imbalance. Given this nature, communications in these relationships are characterized by upward (from subordinate to superior) and downward (from superior to subordinate) communication, and compliments and criticism. And because of power imbalance, workplace abuse – characterized by harmful communication – and sexual harassment – the use of power in exchange of a sexual favour – are among the common problems encountered in the workplace. Such practices greatly harm employees’ morale and they are too damaging to the organization (pp. 428-446). Healthy workplace relationships positively contribute not only to the employees’ happiness with work, but also in effect to the whole organization (p. 447). I as an Interpersonal Communicator Personally, I can relate very well with the concepts discussed in this chapter. I also strongly agree with them because I myself enjoy working with people I trust, and of course, they are those whom I call friends or peers. This is so because I feel more comfortable working with people with whom I can express myself freely and since peers have their common language due to common experiences, we can easily understand each other. Thus, work is easily done, because working becomes fun. And since I enjoy what I do, I am at my best, so does the result of my work. It is also true that professional peers relationship is the most meaningful and fulfilling because as professional growth is fostered so too is the personal growth or vice-versa. However, this can only be developed under a supportive organizational climate as it provides the necessary support that would foster such positive relationships. I couldn’t just imagine how could I be able to work happily in a very restrictive working climate, especially so that I am very friendly, jolly and very personal, too. I believe that building strong relationship requires a commitment to open up one’s self to others. I also believe that mix-status relationships need to be more formal because someone has to do the supervision objectively. However, this does not mean that supervisors act inconsiderately. On the contrary, the more they should be down-to earth. Just like me, I like working with supervisors who are fair, respectful and considerate with their subordinates because I find those qualities encouraging and inspiring. My Relationship with Others I have both peer relationships in varied types: collegial, information, professional and cross-sex, and mix-status relationship. These relationships enhance my personal growth, because they provide me different lenses as to how I will see myself. And since I value my relationships with people, I always treat my experiences with them – pleasant or unpleasant – as my learning experiences that will improve me. Although I see myself good in building relationships, these relationships provide me concrete experiences as to how I should act, how much of myself should I give, and how much should I expect from these relationships. These relationships also give me a broader view of people, thus giving me the ability to understand people better. Specifically with my mix-status relationship where I am the subordinate, this helps me act more maturely because I know that I have to be capable enough to deal with my superior for him to respect me, consequently I am able to protect myself from being abused. However, not all relationships are meant to last, especially if the other person does not want to make the relationship works. But whether or not relationships lasts I still find them fulfilling, because in my failed relationships, I grew, and I knew my self more. On the other hand, I was also able to discover a part of the other person. References Long, Anthea. (2005) Happily ever after? A study of job satisfaction in Australia. Economic Record, 81 (255): 303+ McCornack, Steven. (2007). Relationships in the workplace. In Steven McCornack, Reflect & Relate: An Introduction to Interpersonal Communication (pp. 420-447). Boston: Bedford/ St. Martin’s. Rangarajan, C. S. (2009). Industrial conflict. 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