ORGANIZATIONAL CULTURE Learning Objectives After studying this chapter, you should be able to: 1. discuss the stages of socialization; 2. describe the essence of organizational culture; 3. explore the meaning of workplace spirituality; and 4, understand the dimensions of corporate social responsibility. Chapter Summary This chapter opens with a definition of organizational culture as aptly described by Edgar Schein It discusses the three layers of culture, namely: visible artifacts or creations; the things people ‘alue;and the basic guidelines that people use in manifesting various behavioral patterns, Itdiscusses the socialization process andits stages: anticipatory, accommodation, and role management. An organizational culture is made up of a set of characteristics which had been developed verthe years. How can organizational culture be changed? This chapter summarizes the condi- tions by which organizational culture can be changed: a crisis or a state of emergency situation, tumover in leadership, young and small organizations, and weak culture. There are five inter- vention strategies that can bring about change in organizations. There are also ways on how to make organizational culture work for competitive. advantage. The credo of the organization exemplifies the basic culture of an organization. It also pro- vides the basics of corporate social responsibility. One of today's trends in corporate culture is called workplace spirituality. recognizes the ‘importance of inner life to people’s work life. Best Foot Forward sets its foot to successful Filipino-Chinese entrepreneurs and how they have set the stage to becoming one of the more successful Filipinos today. Points of View dis- ‘cusses a case study entitled Working at Bright Lighting. Scanned with CamScannerOrganizational Culture Overview Schein defined organizational culture as a pattern of basic assum, eiscovered or developed by a given group as itleams to cope with the Problen Pag adaptation and intemal integration—that has worked well enough to be cones exten, ‘and, therefore, to be taught to new members as the correct way to Perceive, think’! vay in relation to those problems. ‘ anda’ are three layers of culture: a) layer lincludes visible artifacts and cre are ten cannot be interpreted) layer Il includes the things that are valuable sea, ‘and ¢) layer il are the basic assumptions which people use to guide their behavice Socialization and Culture Socialization is the process by which an organization brings new employees to cxgantzation. Its said that socialization is a continuous process throughout an indivig, the career tis the transmittal of values, attitudes, practices, and traditions in the workplat from older to younger employees. ‘Stages of Socialization 1. Anticipatory Socialization. These include the activities that the individual ur prior to entering an organization. The possible new recruit tries to acquire as much information as possible about the prospective Job and the organization. To be effec. tive, recruitment should already provide a prospective employee enough about the company and the job. During the hiring process, the individual should also. be informed on his/her possible career path in the organization. 2. Accommodation. The individual is now accepted on the job and tries to fit in the organ- tzation’s culture. The newly hired employee establishes new relationships with cowork- ers and superiors and begins to blend and adapt with the new culture by clarifying his! het role In the organization and by leaming the assigned tasks and responsibilities. To be effective, the company should offer orientation and training programs, challenging tasks, and performance evaluation practices. 3. _ Role Management. Together with relationships and tasks are the conflicts which may arise from time to time. The new hire tries to deal with conflicts between work and home or between himself and a co-employee or a superior. To be effective, the organi- zation 3 shoul Provide counseling sessions in times of conflict. The company sole Stress effectively. Job satisfaction is also necessary to minimize employ- ee conflicts, absenteeism, and tumover, a ‘The socialization process must be managed effectively If no il lose . If not, the company will lo: Seneatn aenes sce employes wil have ahard time finding thelr role in the of naeen. may al . {0 faulty recruitment and wasted hiring efforts as well as high omporce ten hover. Oveal the company willbe severely affected because of poor coord accomplishment of its goals and objectives, Can (Culture Be Changed? An organizational veloped over the years inoue uP Of a set of characteristics which had been de- Customs, traditions, and norms that are further, 's deeply rooted from highly held values, Strengthened and maintained through the aw = “ Scanned with CamScannercoms oka aes corporate philosophy, administrative practices, phys al mcr there 7 s and programs, and performance and promo- with these characteristics, can organizational culture be changed? . Itis extremely dif fcult to change a company’s culture. Yet, organizational culture can be changed. Cultural change can take place in an organization when some, if not most, of the following cond tions exist: Accisis or state of emergency. This is a situation characterized by a sudden setback that challenges and weakens the status quo. Specific examples may include: a heavy finan- ial loss: 8 below par industry standing; a loss of a major customer or a dramatic break- through in technology which undermines the company and strengttiens its primary com- petitor. Turnover in leadership. When an incompetent leader exits and a new leader comes in, the organization can have a new set of values that are more capable to respond to the present crisis. Young and smaill organizations. Management of young and small organizations can easily communicate new set of values. Weak culture. It is easy to change a weak culture, where values are not deeply en- trenched among its members. Ivancevich and Matteson identified five intervention strategies to bring about cultural change in an organization: a. Change people's behavior b. Explain the reasons and benefits for the change c Communicate through memos, stories, and other forms to motivate others to change d, Socialize to new members. e. Remove existing members who deviate from the culture Itis believed that employees’ attitudes cannot be changed overnight but it is possible in due time. Change can be implemented if top management can explain the reasons for implementing the change. Communication plays a key role here: All channels of communt- ation should be utilized, There is also a need to reach out to all employees especially the new ones. It is important for them not to be culture shocked. While it is not good to remove some employees who may deviate from the corporate culture or have not adapted to the culture despite many attempts, top management may, decide to terminate such employees. Yet, this can be done gradually. Providing terminated employees with excellent separation packages can avoid employee grievances and conflicts. The culture of an organization can be a source of competitive advantage and this can be developed to provide this competitive edge. The first element is the development of a corporate culture that gives importance to the organization's history and heritage. When a company is rich on past experiences that Scanned with CamScanneritis today, that sense of accomplishment in pave shapedthe company 1 ences help in developing a sense of ap Pty, the continuous oa key people who have contributed greatly to the organ, rote ‘company's past. ization serine le model of present employees 4 “4 development of unity and oneness among erp, Thesecond Ce in. The values can be summarized into, Pees te values would come Some, ae okt the organization's key principles that can be easily assimilateg that woul ee ering Ife which eventually wil bring them together wag’ q pat ward corporate goals. : Inrelation to oneness is the feeling of | belongingness. Employees should fee thy important What can make them fee! Important is of course how they are trained any rewarded for ther efforts. They wil feel good inside and ths wll create a culture Wheres isfaction and loyalty to the company emanate. Last, the organization should create an empowered mindset, where employees an participate in certain decisions and they are allowed to work on their own. This envi is conducive to open communication and employees will be happy to share their talent ang skills and work toward the achievement of corporate goals. Credo and Corporate Social Responsibility The credo of the organization exemplifies the basic culture of an organization. Itsum- tmarizes the values, attitudes, practices, and ethics of the organization. ‘An organization should have corporate social ‘esponsibility which means that the com- Pany is not only preoccupied with profits but also has long-term goals for the good of the so- (an dong 5 the business shoud behave ethically and at the same time contribute tothe Improvement of the economy and the quality of life of its employees. This creates a balance between the satisfaction ofits stakeholders and the interests of the society at large. The four dimensions of corporate responsibilty are the following: * Economic It's the responsibilty of the company to earn for its owners. ‘egal Its the responsibilty to comply and act within the bounds of the law. Ethical tis the responsibilty to operate on what right and fairfor everyone. 4 + Voluntary and ‘goodwill It's the responsibility to promote human welfare and Secon hunity through engagement on charitable works and projects. Workplace Spirituality The earliest models Of managem working Wen fact» wellrun oar e584 sprtuaity 2s part of an individuals the concept of feeling" or emotion Propagated rational thinking and eliminated Scanned with CamScannerToday, the study of emotions has greatly Improved our understanding of organiza- | behavior. With workplace spirituality, OB ersir and attitude In the 2ist Senna” Specialists can better understand employee Cultural Characteristics of Spirtual Organizations Workplace spirituality includes discussions on values, ethics, motivation, and leadershi agrtal nizations are bebeved to be more humane and thy encnurge people fo werk hard, and help them develop and reach their full potential. One of the benefits gained by spir- ‘organizations is thelr ability to handle conflicts better than non-spirtual organizations be- ‘of the Inner power they draw from faith and optimism. Such organizations are also known forfaimess in dealing with employees and have generous provisions for good benefits. Strong sense of purpose. Spiritual organizations provide clear vision and mission, which revolve around a meaningful purpose. They are not only after profits but also look after the welfare of employees, They build strong values which can be a good foundation foremployees to emulate, Focus on Individual development. Spiritual organizations recognize the abilities of people. They want employees to learn and grow. They build cultures that employees can feel secure and be comfortable with while working in the company. Trust and openness, Spiritual organizations promote honesty and openness. They ide cultures with a “trusting” environment. Managers can admit their faults. They are not afraid to commit mistakes. They deal with suppliers, colleagues, customers, and other firms fairly. Employee empowerment. Spiritual organizations empower employees to be ac- countable for their own actions. With a strong sense of trust, empowerment promotes leaming and growth. Employees are allowed to make most of the work-telated decisions. On the other hand, managers trust their employees to deliver results, Toleration of employee expression. Spiritual organizations do not suppress individ- ual emotions. Managers provide counseling to their subordinates when needed. BEST FOOT FORWARD Successful Filipino-Chinese Entrepreneurs: Henry Sy, Sr., and Tony Tan Caktlong (Adapted from “Top Ten Filipino Entrepreneurs” by Ciel S. Cantoria written on September 10, 2011 atwww.brighthub.com) The list of success stories of Filipinos in business Is predominantly occupled mostly by Filpino-Chinese. Thelr success Is generally attributed to their determination and persever- ance to succeed, Aside from being strong-willed, they also have the ingenutty and an inno- vative spirit to keep going. Henry Sy, Sr, is the founder of the Philippines’ largest retalling company which started Out in a small shoe store in Avenida named Shoe Mart (SM). Avenida used to be Manila's ™ost popular commercial district after the war. Henry encountered difficulties In finding a 7 Scanned with CamScannernufacturer that would provide the kind of shoe designs which he wan did not deter ne from pursuing his plans. He continued his studies and afte’ sony, small shoe store has evolved into around 44 shopping malls in the Philippines ange 4 parts of Asia, To date, three of his malls were among the world’s top ten shoppin Hey SM City-North EDSA, 3rd; SM Mall of Asia, 4th; and SM Megamall, 7th, 3 Cent In the 2010 edition of Forbes Magazine, he was listed as the richest Man in pines and was honored in 2009 for his outstanding work as a philanthropis, They Foundation, he extends assistance to people of remote areas by way of medical 9" ‘and scholarship grants, among others. Mssog, He believes that there is no such thing as overnight success. And if Somethi; along the way, such as a tral or dificulty, don't be discouraged. Just g0-0n and try When you become successful, do not change. Maintain your usual hard work and inde ‘as well as readiness and timing. You should take care of success! sty Tony Tan Caktiong. in 1975, Tony opened an ice cream parlor in Cubao by by franchise from the Magnolia Ice Cream House. But aside from the usual Ice cream q3? offered, the customers clamored for other offerings like sandwiches, fries, and. fried chicken, Soon, Tony added six more ie cream parlors since he can no longer accommodate cy tomers who patiently walt tobe served, With the additional outlets, the customers ordered for chicken and sandwiches. Inspired by America’s leading fast-food chain, he developed the outlets which are no longer ice cream parlors but chicken, burgers, and sandwiche, instead. Tony felt that he worked hard like a bee to produce honey, which to him is money. Hence, the Caktiong family used this concept to name the growing fast-food business as Jollibee.True enough, Jollibee worked hard to reach the top and withstood the arrival of McDonald's in the Philippines in 1981. ‘Today Jollibee also owns its former competitors, namely: Greenwich Pizza, Chowking, Delifrance, Red Ribbon, and Mang inasal. And as Tony puts it, the goal of the company ever since Isto take care of their customers and employees. Of course, just like a happy bee, one of Jollibee's secrets of success Isto enjoy what you do, and profits will come in. olbee Foundation was established in 2005 to provide assistance to the employees andto the community through education, housing. environmental conservation, and the like, Me Guide Questions 1 Compare the two top entrepreneurs in their quest for success. 2. Trace and identify their basic traits which have made them succeed, 3. Whatlessons can you draw from their stories? * TC —— u oO Scanned with CamScannerCASE STUDY 2 Working at Bright Lighting Phil manages Bright Lighting, a company that produces all kinds of lights. Phil had many clients, many ‘of them are mall owners and new companies with large, spacious build- s that require lighting fixtures in thelr offices. Well, to say the least, this particular busl- ness has its UPS and downs. As a contractor for lighting fixtures, there are also low times when no new malls or bulldings need new lights. Phil has employed a couple of employees who became loyal to the company not only because of Phil's leadership but also because of the culture that emanates from the com- pany. ‘The employees are happy and the spirit of camaraderie and support to each other thas made them stay. The salaries and benefits are not the highest in the Industry but Phil ensures them that! Bright Lighting is a good place to work. Indeed, everyone at Bright Light- ing feels a sense of contentment working at the company. ‘One day, Phil got a call from a building administrator who would like Bright Lighting to provide lighting fixtures for the 20-storey building in Makati. The transaction will be on credit and Bright will deliver all the lights in the few days. Phil believed that this Is the big- ‘contract Bright had In years! In due time, all the fixtures were delivered and the build- ing will have a soft opening the following week. A few days before the Inaugural, the building was caught in a fire which started in a nearby building. The Makati police estimated the damages to be worth 20-million. In addi- tion, the owners of the building figured in several cases of fraud and smuggling, The lighting futures installed were no longer usable. Phil broke the sad news to the employees. This particular deal would have given them their salaries for the week and the next two weeks for that matter. Bright's next project is due after three weeks. Saddened by the news, Phil, with a heavy heart, gathered the employees and asked them to think things over and he would understand if next week, they will no longer report for work and find another job. Phil will just send them their last paycheck. He knows that it is relatively easy for them to find another job elsewhere. Phil perfectly understands that it will be hard for them to continue working and withstand the next three weeks without their salary. The employ- es feltthe same way with this tum of events. Leaving the company would be their last resort. The following week, Phil was surprised to see all his employees at work. They decided to stay! Phil almost teary eyed, greeted them with open arms. “Good to see you all at work!” ——— Case Questions 1. Whatis the prevailing culture at Bright Lighting? 2. Describe Phil and his employees. 3. How cana company like Bright Lighting develop a sense of loyalty ‘among Its employees even during hard times? 19 Scanned with CamScannerCOMMUNICATION SYSTEMS Learning Objectives After studying this chapter, you should be able to: 1, _ illustrate the communication process; 2. _ identify the impact of communication in organizations; 3. describe transactional analysis; and 4, _ identify and discuss several barriers to communication. Chapter Summary This chapter opens with a definition of communication, which is the transmission of infor- mation from the sender to the receiver through the use of words, symbols, and gestures. It also reviews the elements of communication and the communication process. It also discusses the types of communication in organizations and the common communication barriers. The chapter also includes how Eric Berne used the three ego states in Transactional Analy- sis. The ego states (parent, child, and adult) and the interaction between them form the theory of transactional analysis. It has two models: structural and descriptive. This chapter looks into the nature and practice of Transactional Analysis (TA) in Philippine organizations. Stroking is the TA word for the ways people show recognition of or attention to one another. Feedback is stroking. Strokes form the core of feedback. Best Foot Forward discusses conflict resolution tips to make the work environment a less stressful place. Because individuals cannot choose whom they are going to work, with, cowork- cersare believed to be one of the stress-inducing factors n the workplace. Difficult coworkers are dassified as: the chatty neighbor, the slanderer, the best friend, the thief, the clinger, and the secret agent. Points of View illustrates how miscommunication affects relationships through a case study entitled A Matter of Miscommunication. 2 Scanned with CamScannerOverview of Communication a4 ication is defined as the transmission of information from the recener ough the use of words, symbols, and gestures, among others, “ere t ‘Elements of Communication 1, Sender is the communicator, the one who has an idea, purpose or intention tem, municate or send a message. 2 Encoding s translating the sender’ ideas ina form of symbol or language to the 3. Medium is the message carrier such as telephone, cellphone, fax, compirt etre ing, and memo. 4. Decoding Is the receiver's: interpretation of the message. 5. _ Receiver is the recipient of the message. 6 Feedback is the response from the receiver to the sender. Figure 2. The Communication Process ‘Communication in Organizations Downward Communication. Communication flows from ‘top to bottom. The most: ‘com mon forms are memos, manuals, procedures, company publications, and job instructions. Upward Communication. Communication flows from bottom to top. The most popular forms are grievance meetings and suggestion boxes. * Horizontal Communication. Commi or fromone eee wunication flows from one position to another Diagonal Communication. Communication flows between loyee ane of another de- partment and a manager whom the employee does not report to, ; Barviers to Effective Communication 1. _ Frame of Reference. Different people have different interpretations of message sent of received based on their frame of reference. Communication Overload. Most ofthe time, people are overloaded with various messages Which they cannot absorts With the bulk of tasks and responsibilities that managers attend tt, there!s.a tendency for them to respond inadequately to messages received. 2 jt Scanned with CamScannerListening. People have the tends to liste erent to 3. Mar and block those which contend endancy to sten ony to messages ty Value Judgment. The receiver evaluates the message based on previous experiences 4 jaith the sender or background information about the sender is 5 filtering. The recelver manipulates the information to, avold reprimand or put the situ- ation In his favor. 6 Language. Language Jargon Is a common communication barrier, Members may pro- duce their own terminologies which may not be popular to outsiders. ‘Transactional Analysis Eric Berne recognized the three ego states in the human persona. These comprise the ‘of thoughts, feelings, and behavior which are present in human interaction. entire system The Parent, Adult, and Child ego states and the interaction between them form the founda tion of transactional analysis theory. Transactions refer to the communication ‘exchanges between people. Berne believed that people need stroking or recognition to survive. Transactional analysis helps people un- derstand how people give and receive positive ‘and negative strokes. Berne also looked into socially dysfunctional patterns as “games” These transactions are intended to obtain posl- tive strokes but manifest negative feelings instead. He proposed that “dysfunctional behav- jor is the result ‘of self-limiting decisions made in childhood in the interest of survival. It Is called the life script. Changing the life script is the aim of transactional analysis. stm OK. Youre OK"is the best-known expression of transactional analysis. It simply means that people are capable of change, growth, and healthy transactions. people identify their ego states and evaluate and improve function. It recognizes the games people play and helps re of positive and honest: ‘strokes which Transactional analysis helps the ways in which their ego states them top playing games. It helps them become awa! would abandon their dysfunctional life script. Iteliminates uncooperative interactions between people and helps people commu- nicate clearly and effectively at the three levels of the Parent (values, the Adul (rationality), and the Child (emations, creativity). PARENT EGO STATE (behaviors, thoughts, and feelings copied from parents or parent figures) () ADULT EGO STATE (behaviors, thoughts, and feelings that are direct responses to the here and now) CHILD EGO STATE (behaviors, thoughts, and feelings replayed from childhood) Figure 3. The Structural ‘Model In Transactional Analysis 23 Scanned with CamScannerthoughts that the of feelings, behaviors, and indi fig oe For ‘example, individuals say Or do things just the ave ied with their parents for a long time, they automaticaly cn, coin arnudes of parents. Ths is called introjecting. state is the direct to the here and now. As adults, individual, A go aed te integrating ado. They tke the best from the past ang " Revropitely inthe present. This is an integration of the child and ego states, Child ego state is a set of behaviors, thoughts, and feelings which are replayed frm childhood. There are vivid memories of childhood which individuals suddenly ‘These can either be positive or negative. remember, Contamination of the Adult Ego State The integrating adult ego state is contaminated by the parent ego state when people talk of something as a fact or reality when the truth is, itis just a belief. The parent ego state may say that Filipinos are lazy. In the child ego state, people may lodge some feelings abou, Filipinos. For instance, Americans may not hire Filipinos because they are scared that they may not be excellent workers. Negative Nurturing Parent Mode Positive Nurturing Parent Mode the personisretallatory rear communicates a "Youe-Not-OK" message. The of Negative Nurturing Parent Person overprotective and oo overwheinang se NOCOK message. The mode ofthis Negative, ted sonisuvecincnn sid communicates an“tm-Not-Ok* Negative Free Child and unresticted—* YOUTENOCOK' message. The mode ofthe person i wld ‘message. The mode of the per- 4 i . Scanned with CamScannerpositive Nurturing Parent asserts the “You're-Ok" - oa afirming, ie “You're-OK" message. The mode of the person Is positive Controlling Parent asserts the “You're-Ok" message. The mode of the person Is cating but firm. positive Adapted Child emphasizes an“I'm-OK" message. The mode te in learning the rules to help her/him survive. oftbisperscn ae positive Free Child emphasizes an“tm-OK" message. The mode wats is anden mode of the person Is fun- ‘Accounting Mode communicates a “We're-OK" message. The individual is able to re- spond appropriately because he is able to decipher reality. The person here Is stable and ‘tf choose from the effective modes to go into, depending onthe situation. Words, tones, tempo of speech, expressions, postures, gestures, breathing, and muscle tone provide clues in knowing ego states. Words in the parent mode usually contain value nts. Adult words are clear and definable. An adapted child may cry silently; whereas afte child may cry out loud. The word "you" usually comes from a parent. Pas uea dlc Communication Tips for a Healthy Workplace . by Dr, Melissa C. Stoppler, M.D. (Adapted from an article on Stress Management, About Inc, USA, 2004) Misunderstandings and communication problems remain one of the most common sources of workplace strife. While conflict is inevitable, it need not ruin your workday or ‘cause unbearable stress. Try these conflict resolution tips to make your work environment a less stressful, more productive place. 1. Be specific in formulating your complaints. “rm never invited to meetings” is not as ef- fective as“I wish I had been invited to last ‘Thursday's marketing meeting” hat do not directly involve you or 2 Resist the temptation to involve: yourself in conflicts tl ged, allow him or her to your responsibillties. Even if someone has clearly been wrons resolve the situation as he/she chooses. 3. Try to depersonalize conflicts. Instead of a‘me-versus-you’ mentality, visualize an“us- versus-the-problem’ scenario, This is not only a more professional attitude, but It will also improve productivity and Is in the best interests ‘of the company. 4. Ina dispute or discussion where conficts arise, try an exercise in listening. Before ex- plaining your own position, try to paraphrase ‘and condense what the other is saying into one or two sentences, Start with, ‘so youre saying that..”and see how much you really understand about your rival's position. You may find that you are on the same wavelength but having problems ‘communicating your ideas. 5. Donot al flict resolution. You witl quickly make the lways Involve your superiors In col impression that you are unable to resolve the smallest difficulties. 25 Scanned with CamScanner‘extended discussion necessary agree first onatimeand place to talk, ‘ oe aha vrenor working ona deadline isunfalr and ut i, cow ou abot feroconcenateonte problem and soko, mat i of inquisitive coworkers—if they are not in 2. ae a Rid negotations when the office gossip can hearene ity i involved in the workplace conflict, imit your complaints to those directly invol t & vwsration isunwarranted. Remember, You need to preserve a working retin rather than a personal one, and your opinion of a coworker’s character Is gener? relevant. "He missed last ‘week's deadline” is OK;"He’s a total idiot" Is not. hen conflict is not just conflict. If conflict arises out of sexual, racial, or eth toveson inappropriate behavior, that isnot conflict, it is harassment. Take ay * action and discuss the problem with your supervisor or human resources departmen, 10, Consider a mediator if the problem gets. out of control, or if the issue is too emotiong to resolve in a mutual discussion. At this step, your supervisor should be involved. Yo, can consider using a neutral third party mediator within your own company or hiring a professional counselor. Before you ask fora raise. Talking about money is one of the most stressful experiences on the job. Asking fora raise is bound to give almost anyone the jitters. These hints can help you prepare for that difficult conversation and even increase your chances af success. Do your homework. Know what standafd salaries in your field are for employees with your level of quali cation and experience. Do not guess; do accurate research online and have the figures with you. Do not rely on hearsay about what other firms are paying. Having accurate information will demonstrate your professionalism and strengthen your case. Review your work history. ‘Try to imagine yourself as your boss conducting a review of your performance. What have been your biggest accomplishments at work? your most successful projects? Make notes of these and be prepared to mention them in the discussion. Explain your motivation, not aera as compeling 2s your need may be, the fact that you need more money is a Justfiabe reason for a ale: Do not mention personal or famlly expenses as reasons you deserve a rae ‘You want to think of reasons the company should pay you more - such the company. Dpaniogeayiree norms compensation for excellent work oF your value f0 da are valuable to the compar more effective than portraying yourself as acharty case, company willbe much more Find the right time to ask. Ideally you will ask fora raise in the wat ke of a glowing accomplishment or trlumph at work. prvleteriend a ‘More money after a less-than-stellar performance or extended 2. Also, try to aim for a time when your boss is not overwhelmed or pressured. a 26 | 3 Scanned with CamScannerand find the right place, Discussions about money and salary should be held in private—do not: ‘comer your boss in the levator. f he/she ls inaccessible most ofthe time, make an appointment with his/her secretary. ponot give up. If the initial answer Is no, ask for further clarification. Does this mean a future raise Is also out of the question? What additional accomplishments or skills does your boss believe you need in order to qualify for a better salary? Show your determination to achieve these goals. ASK if you can discuss the subject again in the future. If the answer Is an Indefinite awelli see’ ask about an approximate time frame to hear his/her decision. ponot make Idle threats. Do not threaten to quit unless you really, really mean it. And be careful about exag- tions and talk of offers from other companies. Your boss's circle of contacts in the field Maly broader than yours, and bluffing might backfire. project positive self-image. Finally, be on your best behavior. A professional appearance, good eye contact, and frm handshake are always 2 plus. If you are naturally timid, rehearse some of your phrasing beforehand. Appearing confident and calm while discussing a difficult topic makes you ap- pear professional and capable ih any situation. How to Handle Colleague-related Stress Whether meddling but well-intentioned or blatantly confrontational, coworkers are, ted by many people as the number one stress-inducing factor on the Job. In contrast to your private Ife, you rarely can choose the people with whom you spend the majority of tach working day. Across professional and workplace boundaries, dificult coworkers tend tofall into one of several categories. See if you can recognize these coworker types, and read the suggestions for managing coworker stress. 1. The Chatty Neighbor. The type: The Chatty Neighbor need not be in geographic prox: imity to your workspace, but when he feels like a chat, he is always there. The topic Is not so important as the Neighbor's need for chatter and distraction. Generally well- meaning, he views his willingness to shoot the breeze all day as a sign of goodwill and solidarity. Ifthe constant babbling does not gef to you. the time lost from your other responsibilities will. The solution: Create an illusion of psychological distance (If physt- cal distancing such as shutting the door is not an option). You can “wall off” a work: Space to a certain extent with bookshelves, plants, etc. Try responding to the conversa- tlon with short yes/no answers or“hmms’ that would not encourage further discourse. You can head off “chat attacks" before they start by appearing totally engrossed in an activity or picking up the phone. If all else fails, respond with, “Oh, sorry, | didn't hear you at all—t'm so busy with this deadline: 2 TheSlanderer. The type: Not the least well-intentioned, the Slanderes, just as the name implies, is determined to achieve personal rewards by discrediting ‘others. The Slander- er’s well-timed gossip tidbits about everything from your work habits to your personal life may be twisted versions of the truth or ‘outright lies. This coworker type may ap- pear friendly and open, as she hopes you will reveal some useful material about your- 27 Scanned with CamScannersolution: Absolutely refuse to get into a character assass; maa sean negative rumors as revenge about the Slanderer wij) ont Sra, ‘estimation of you and your abilities (after all, no one will reme; Oe ect you wil both be viewed as petty and untrustworthy), Prove the Stay tumors wrong through your capabilities and performance. end, The type: The Best Friend is completely and unconditionay a eae pte exception Nomar enon fortable hearing about the last fight with his ex or what her gynecok said, wil win up onthe receiving end of aot of unwanted information. The Frend aly subcrbs to the ule of the ofc as fal Intrusive questions are the behaye, norm, The sluion: Recognize that you are not the one Being inappropriate ang nat el compel to discus any topls you consider ofits Do not encourage ther personal revelations by offering advice or asking for more information the friend opens up. You certainly are not required to answer personal questions; often, laugh or joke is the best reply to an offensive question. The Thiet The type: The Thief is ahvays on the lookout for opinions and Ideas that ty {an pass along to others as her own. Victims of office Thieves have been astonished, hear their own ideas mentioned later by the boss as “biliant suggestions” from te Thief herself Thievery can also occur with written projects—your ideas mysterious appear in someone else's report. The solution: Once bumed, leam from the experienc, Goring, ‘she stoe my idea, is not going to win you any points or respect. As with te Sianderer do not get into an office war, and limit your discussions with this person s topics such as the weather. The Clinger. The type: The Clinger, lke the Best Friend, views the office as one hap- Py family. you work together, the Clinger sees no harm in_-and even welcomes~ spending Private time you are willing to share ties when you have the inclination, when you don't, with officemates. Participate in the group activk and resist the need to apologize or provide excuses 1YOUur experience and moye on. Guide Questions 1. Identify the different as 3 Scanned with CamScannerCASE STUDY 3 A Matter of Miscommunication ‘Allen was unusually bothered by how he Is being treated by his immediate superv- mr, Martin. He kept on thinking what went wrong, when in fact, yesterday, everything allright. Allen Just tried to reach out and wrote several letters of apology despite the re that he didn’t actually know what went wrong or why Mr. Martin suddenly has a cold Ider. ee continued to observe Mr. Martin's cold treatment on him. His letters of apology were never read and in fact fall victim in the garbage can! Allen suddenty felt ill and untom- fortable to what was happening. Some employees gradually noticed what was happening between them. Allen's life in the company has become stressful and yet It occurred to him that may be, Mr. Martin's actuations is due to his age. He Is nearing retirement and Allen observed the same kind of attitude with his father. But things became worst when Mr. Martin did not even return his greetings, To top it all, he tried to approach Mr. Martin to ask a few moments of his time for them to talk. But Mr. Martin on the top of his voice said, “I don’t want to talk to yout” And for the next several days, some employees told him that Mr. Martin had spoken Ill of him. He believed it was unfair because on his part, he has not spoken ill of Mr. Martin. ‘That's it! He could no longer stand it. He requested the manager to transfer him to another department. The manager realized that what was happening between the two of them was something personal. It was not about work. Allen was eventually transferred to another department. He and Mr. Martin were not in speaking terms for over a year now. Sometimes, Allen wondered what has gone wrong to the once very good relationship that they had. Allen has looked up to Mr, Martin just like his father. Allen's father died three years ago and Mr. Martin has become a second father to him. He kept on thinking what went wrong and he wondered how did it happen. Mr. Martin did not allow him to speak and explain his side or at least find out if there Was something that he had unintentionally done that had hurt his feelings. nmr Case Questions 1, What went wrong to Mr, Martin and Allen's relationship? 2. What could have been done by the manager regarding this incident? 3. What is the outcome of miscommunication in organizations? 2 Scanned with CamScannerEND OF CHAPTER QUESTIONS ‘ yenayw How can an organization maintain a harmonious work environment through commy. nication? Trace the communication process in a typical company. Give an example of how communication works in your institution. How does transactional analysis help in maintaining good communication practices ny the workplace? Apply transactional analysis in your institution. Give an example. ‘What are the most common barriers to communication? Why are there always communication barriers? What communication barrier has the most impact in many organizations? Give examples of companies that have good communication practices. Give examples of contamination of the adult ego state? EWA Nolte ater yet £9 ‘Adult is the ego state in Transactional Analysis which relates to the direct responses of an individual to the here and now. Child is the ego state in transactional analysis which comprises of behaviors, thoughts, and feelings replayed from childhood. ‘Communication Is defined as the transmission of information from the sender to the receiver through the use of words, symbols, and gestures, among others. Decoding is the receiver's interpretation of the message. Diagonal communication is a form of organizational communication that flows be- tween an employee of another department and a manager whom the employee does not report to. Downward communication is a form of organizational communication that flows from top to bottom. Encoding is translating the sender's ideas in a form of symbol or language to the re- ceiver. Feedback is the response from the receiver to the sender. Games are the socially dysfunctional patterns of behavior in transactional analysis Horizontal communication is a form of organizational communication that flows from ‘one position to another or from one department to another, Parent is the ego state in transactional analysis which comprises of feelings, thoughts and behaviors that the individual got from parents or parent figures. Receiver is the recipient of the message. Upward communication is a form of organizational communication that flows from bottom to top. 30 Scanned with CamScanner