Interpersonal Communication

CH14

Workplace relationship

Any affiliation you may have with a professional peer, supervisor, employee, or mentor.

Organizational status

Structured hierarchy.

Intimacy

Work-focused vs. personal relationships.

Choice

Willingness to engage.

Workplace culture

The unique set of beliefs regarding how things are done and how people should behave in a given work environment.

Workplace values

Beliefs that guide behavior in the workplace.

Workplace norms

Guidelines governing appropriate behavior.

Workplace artifacts

Objects and structures that define the organization.

Organizational Networks

Systems of communication linkages.

Nature of information

Type of information that flows is diverse, work related, 'rumor mill'.

Modality/Sensory channels

Face-to-face, phone, text, e-mail, video, social media posts.

Virtual networks

Groups of coworkers linked solely through video chat, email, and social networking.

Network density

How connected each member of the network is to other members.

Organizational Climate

The overall emotional tone of a workplace.

Workplace cliques

Dense networks of co-workers who share workplace values and broader life attitudes.

Defensive Climate

Unfriendly, rigid, and unsupportive of workers' professional and personal needs.

Supportive Climate

Environment is warm, open, and cooperative.

Workplace Telepressure

The pressure to always be connected to the workplace and respond immediately to workplace communication.

Peer relationships

Peers provide personal and practical support.

Professional peers

Employees holding similar positions, with no formal authority over one another.

Information peers

Equivalent-status coworkers with limited communication (work-related).

Collegial peers

Coworkers we consider friends.

Special peers

Equivalent-status coworkers that share very high levels of emotional support.

Virtual peers

Coworkers that mainly communicate through phone, email, video chat, and other communication technologies.

Mixed-Status Relationships

Relationships between coworkers of different organizational status.

Supervisory relationships

One person outranks, and has formal authority to instruct and evaluate the other.

Upward Communication

From employee to supervisor with desire to persuade.

Advocacy

Most effective form of upward communication, based on six principles.

Downward Communication

Having formal authority over an employee.

Workplace Bullying

Repeated unethical and unfavorable treatment of one or more persons by others in the workplace. 74.8 million workers in the US workforce have experienced workplace bullying

Workplace Romances

Development of romantic feelings for coworkers. 60% of workers admit to having a workplace romance at one point.

Quid Pro Quo Harassment

This for that, when the submission or rejection of sexual advances is a condition of, or linked to decision about employment.

Quiet Quitting

Only doing what's part of the job description and nothing more.

Revenge Quitting

When employees abruptly leave a job often without notice, as an act of protest against poor treatment. 47% admit they have quit a job to express dissatisfaction.

Work life Balance and Flexibility Statistics

Employed adults with greater job flexibility and higher job security were 25% and 26% less likely to experience serious psychological distress.

Nonassertive Communication

Don't assert your rights, fail to stand up for yourself.

Assertive Communication

Act in your own best interests, are direct and honest.

Aggressive Communication

Think little of others, other's rights may be violated.