Management Organisational Behaviour 2 e Chapter 9 Interpersonal

Management & Organisational Behaviour 2 e Chapter 9 Interpersonal Relations ©The Mc. Graw-Hill Companies, 2005

Learning Outcomes After studying this chapter, you should be able to: • Appreciate the importance of good interpersonal relations at work. • Understand the importance of emotional intelligence. • Appreciate the impact of personality differences on relationships. 1 ©The Mc. Graw-Hill Companies, 2005

Learning Outcomes (cont. ) • Assess interaction climates. • Recognise differences in selfdisclosure. • Deal effectively with male/female differences in work behaviours. • Understand the importance of ethics in interpersonal relations. • Get along better with people with different interpersonal styles. 2 ©The Mc. Graw-Hill Companies, 2005

Interpersonal Skills • • Are critical for management success. Facilitate productive and satisfying interactions. Are demonstrated by one’s ability to create positive interpersonal relationships. Involve personality, situational and behavioural factors. 3 ©The Mc. Graw-Hill Companies, 2005

Emotional Intelligence (EQ) “Emotional intelligence involves the ability to perceive accurately, appraise, and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotional knowledge; and the ability to regulate emotions to promote emotional and intellectual growth. ” - Emotional Development and Emotional Intelligence, Mayer and Salovey, 1997. 4 ©The Mc. Graw-Hill Companies, 2005

Why is EQ Important? • • • Allows effective communication with others. Enables management of emotions such as mood, anxiety, fear and anger. Increases motivation at all levels. Creates leadership and the ability to gain consensus in diverse settings. Builds rapport and trust. Creates a balance of emotion and rational. 5 ©The Mc. Graw-Hill Companies, 2005

5 Components of EQ • • • Self-Awareness Managing Emotions Motivating Oneself Empathy Social Skills 6 ©The Mc. Graw-Hill Companies, 2005

A-B Model of Interpersonal Behaviour Needs Person A Person B Perceptions Values Assumptions Feelings Needs Values Evaluations (Inter) Actions Evaluations Intentions 7 Assumptions Feelings ©The Mc. Graw-Hill Companies, 2005

Personality Factors that Impact the Quality of Interpersonal Relations • Self Concept • Personal Frame of Reference • Defensiveness 8 ©The Mc. Graw-Hill Companies, 2005

Self Concept Self perception and evaluation. • Feeling good about self facilitates positive interactions. 9 ©The Mc. Graw-Hill Companies, 2005

Personal Frame of Reference • Perception of the world based upon past experience and self-concept. • Different frames of reference can cause different behaviours in the same situation. 10 ©The Mc. Graw-Hill Companies, 2005

Defensiveness A protective psychological mechanism that may cause distorted perceptions. • Triggering a defensive reaction that can undermine healthy interactions and feelings. • Unresolved feelings can contribute to biased, nonobjective judgments and actions that lead to poor quality 11 ©The Mc. Graw-Hill Companies, 2005 interactions.

Common Defense Mechanisms • • • Rationalisation – “Everybody does it” Repression – “Motivated forgetting” Regression – “Disneyland, here I come” Denial – “It ain’t true” Compensation – “Tit for tat” Aggression – “The best defence is a good offence” 12 ©The Mc. Graw-Hill Companies, 2005

Fundamental Interpersonal Relationship Orientations INCLUSION CONTROL AFFECTION EXPRESSED TOWARD OTHERS I want others to join me I take charge and influence others I get close to others WANTED FROM OTHERS I want others to include me I want others to lead me I want others to get close to me 13 ©The Mc. Graw-Hill Companies, 2005

Situational Factors that Impact the Quality of Interpersonal Relations • • • Job Requirements Organisational Culture Trust Levels 14 ©The Mc. Graw-Hill Companies, 2005

Job Requirements The level of interaction required by the job • Close relationships required by the job can build quality relations 15 ©The Mc. Graw-Hill Companies, 2005

Organisational Culture The shared assumptions that are accepted as guides to behaviour • Culture can discourage intimacy resulting in distant, impersonal relationships 16 ©The Mc. Graw-Hill Companies, 2005

Trust Levels The feeling of confidence that others’ behaviour will benefit not harm you. • High levels of trust facilitate quality relations. 17 ©The Mc. Graw-Hill Companies, 2005

Interaction Climates REGENERATIVE PATTERN DEGENERATIVE PATTERN HI OPENNESS LO HI TRUST LO HI OWNING LO LO RISK TO EXPERIMENT HI 18 ©The Mc. Graw-Hill Companies, 2005

Six Deposits to Build Emotional Bank Accounts • • • Understand honour other people’s needs and priorities. Attend to little things. Keep commitments. Clarify expectations. Show personal integrity. Apologise sincerely when you make a withdrawal. 19 ©The Mc. Graw-Hill Companies, 2005

Johari Window Known Self Known Not Known Open Area Blind Area Not Known Others Hidden Area Unknown Area 20 ©The Mc. Graw-Hill Companies, 2005

Different Self-Disclosure Styles – 1 Known to self Unknown to self Known to self Feedback Exposure Feedback Unknow n to self Turtle Interviewer 21 ©The Mc. Graw-Hill Companies, 2005

Different Self-Disclosure Styles – 2 Known to self Unknown to self Feedback Exposure Feedback Unknown to self Transparent Bull-in-the-china-shop 22 ©The Mc. Graw-Hill Companies, 2005

Different Self-Disclosure Styles – 3 • • Transparent style – free self disclosure and interest in others. Interviewer style – low self-disclosure and high interest in others. Bull-in-the-China-shop-style – high disclosure but low interest in others. Turtle style – low self disclosure and interest in others. 23 ©The Mc. Graw-Hill Companies, 2005

Managing Openness: Guidelines for Self-Disclosure • • • Think before acting. Consider your motives. Assess trust and risk levels. 24 ©The Mc. Graw-Hill Companies, 2005

Behavioural Style Your habitual social interaction style… Based on previous social behaviours that have been reinforced. 25 ©The Mc. Graw-Hill Companies, 2005

2 Dimensions of Behavioural Styles Responsiveness • A person’s degree of readiness to show emotions and develop relationships. Assertiveness • The amount of control a person tries to exercise over other people. 26 ©The Mc. Graw-Hill Companies, 2005

The Four Behavioural Styles Amiable • • Low assertiveness High responsiveness Analytical • • Low assertiveness Low responsiveness Expressive • • High assertiveness High responsiveness Driver • • High assertiveness Low responsiveness ©The Mc. Graw-Hill Companies, 2005

The Expressive Style • • • Spontaneous actions Spontaneous decisions Likes involvement Dislikes seclusion Dislikes detail and facts Seeks approval ©The Mc. Graw-Hill Companies, 2005

The Expressive Style (cont. ) • • • Tends to exaggerate and generalize Tends to dream Great persuasive skills Jumps from one activity to another Needs to CHECK 29 ©The Mc. Graw-Hill Companies, 2005

The Driving Style • • • Decisive actions Decisive decisions Wants things ‘yesterday’ Impatient with delays Dislikes incompetence Likes control ©The Mc. Graw-Hill Companies, 2005

The Driving Style (cont. ) • • • Cool, independent, and competitive Great administrative skills Gets things done – fast Seeks achievement Type A personality Needs to LISTEN 31 ©The Mc. Graw-Hill Companies, 2005

The Analytical Style • • • Cautious actions Cautious decisions Seeks to be right Over-reliance on data collection Asks many questions about specific details ©The Mc. Graw-Hill Companies, 2005

The Analytical Style (cont. ) • • • Works slowly and precisely. Likes charts, graphs, exhibits, etc. Great problem solving skills. ‘Show me’ attitude. Needs to DECLARE. 33 ©The Mc. Graw-Hill Companies, 2005

The Amiable Style • • • Slow at taking action. Reluctant to make decisions. Seeks security and belongingness. Most people-oriented style. Dislikes interpersonal conflict. ©The Mc. Graw-Hill Companies, 2005

The Amiable Style (cont. ) • • • Weak at goal setting and self-direction. Avoids risky and unknown decisions. Great counselling skills. Excellent ability to gain support from others. Needs to INITIATE. 35 ©The Mc. Graw-Hill Companies, 2005

Positive and Negative Characteristics of Each Behavioural Style High Responsiveness AMIABLE EXPRESSIVE Positive Negative Supportive Reliable Pleasant Complying Retiring Soft-hearted Invigorating Optimistic Influential Hyper Dreamer Manipulative Low Assertiveness High Assertiveness Positive Negative Diligent Perseverant Systematic Picky Righteous Mechanical Firm On top of it Productive Uncompromising Overbearing Pressuring ANALYTICAL Low 36 Responsiveness DRIVER ©The Mc. Graw-Hill Companies, 2005

Gender Differences – Impact on the Quality of Interpersonal Relations Communication Preferences • Males – task orientation, dominance, challenges to others and attempts to control. • Females – reception to ideas, informative content, focus on interpersonal relations, concern for others. 37 ©The Mc. Graw-Hill Companies, 2005

Relating Strengths • • Men – deny feeling vulnerable, strive for self-reliance, strength and independence. Women – attend to own and others’ feelings, connect emotionally with others. 38 ©The Mc. Graw-Hill Companies, 2005

Interaction Preferences Males • Have a less positive attitude toward female managers than women, overemphasise power, strive for oneupmanship, avoid conflict less than women. 39 ©The Mc. Graw-Hill Companies, 2005

Interaction Preferences Females • Perceive female managers as more competent than do males, seek to avoid confrontations or to resolve them, tend to avoid power struggles. 40 ©The Mc. Graw-Hill Companies, 2005

Social-Sexual Behaviour Any non-work-related behaviour having a sexual component: • Sexual harassment • Flirting • Office romances 41 ©The Mc. Graw-Hill Companies, 2005

Social-Sexual Behaviour (cont. ) Statistics state that over half of all employees have received some kind of sexual overture from a co-worker of the opposite sex. 42 ©The Mc. Graw-Hill Companies, 2005

Related Websites http: //www. eq. org - Website dedicated to further the understanding of what emotional intelligence is and the importance of EQ to success. http: //www. qmetricseq. com - International consulting firm specialising in developing and measuring human intelligence in the workplace. 43 ©The Mc. Graw-Hill Companies, 2005

Summary • Executives emphasise the critical importance of interpersonal skills in achieving organisational objectives and managerial success. • A good starting place for improving your competence in interpersonal relations is to understand the personality factors that influence them. These include things like self-concept, frame of reference, defences, feelings, and need compatibility. • Successful managers and executives also know the importance of emotional intelligence. 44 ©The Mc. Graw-Hill Companies, 2005

Summary continued 1 • Emotional intelligence encompasses many specific factors; however, the ability to develop positive interpersonal relationships ranks high in the skills desired by most firms. • Additionally, it is important to recognise that emotional intelligence is not a fixed amount or number. Rather, emotional intelligence is something individuals can improve. • Job requirements determine the depth and range of possible interpersonal relationships. 45 ©The Mc. Graw-Hill Companies, 2005

Summary continued 2 • Another factor that determines how people interact emotionally is organisational culture. In some organisations, openness, trust, personal ownership, and the ability to take risks, are cultural values. • Other factors affecting how people relate are their degrees of openness in sharing information, their preferred behavioural styles, their comfort level in expressing emotions, and their tendencies to deceive one another. 46 ©The Mc. Graw-Hill Companies, 2005

Summary continued 3 • How much a person knows about themselves and how much they share with others, influences others’ perceptions of these individuals. • People also exhibit different behavioural styles. Some people are very ‘driving’, while others are expressive, analytical or amiable in their style. • Additionally, men and women have specific differences in relating strengths, interaction preferences, and reactions to social-sexual behaviour. 47 ©The Mc. Graw-Hill Companies, 2005