Chat with AIExam 7: Communication With Organizational Members
Compare and contrast the communication characteristics of the following kinds of supervisor-subordinate relationships: partnership (high LMX), middle-group, and overseer (low LMX).
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Answered by Examlex AI CopilotThe communication characteristics of the different kinds of supervisor-subordinate relationships can vary significantly based on the quality of the relationship, also known as Leader-Member Exchange (LMX).
In a partnership or high LMX relationship, the communication characteristics are typically characterized by open and frequent communication. There is a strong sense of trust and mutual respect between the supervisor and subordinate, leading to more collaborative and transparent communication. Both parties are likely to engage in two-way communication, seeking input and feedback from each other. This type of relationship often leads to more effective problem-solving and decision-making, as well as higher levels of job satisfaction and performance.
In a middle-group relationship, the communication characteristics may be more formal and structured. There is a moderate level of trust and respect, leading to communication that is more task-focused and less personal. The supervisor may still seek input from the subordinate, but the communication is not as open or collaborative as in a partnership relationship. This can lead to a moderate level of job satisfaction and performance, but may not be as effective as a high LMX relationship.
In an overseer or low LMX relationship, the communication characteristics are often characterized by minimal communication and a lack of trust and respect. The supervisor may be more directive and controlling in their communication, with little input or feedback sought from the subordinate. This can lead to lower job satisfaction and performance, as well as higher levels of conflict and turnover.
Overall, the quality of the supervisor-subordinate relationship, as indicated by the level of LMX, has a significant impact on the communication characteristics and ultimately on the effectiveness of the relationship. A high LMX relationship fosters open, collaborative communication, while a low LMX relationship may result in more one-sided and ineffective communication.
Explain how supervisor relationships can influence peer relationships.
(36) Answered by Examlex AI CopilotSupervisor relationships can significantly influence peer relationships in a workplace through several mechanisms:
1. **Setting the Tone for Interactions**: Supervisors often set the tone for how employees interact with one another. If a supervisor fosters an environment of respect, open communication, and collaboration, it is likely that these values will trickle down to the peer level. Conversely, if a supervisor is disrespectful or encourages competition, this can create a hostile work environment among peers.
2. **Modeling Behavior**: Employees often take cues from their supervisors on how to behave in the workplace. If a supervisor demonstrates positive behaviors such as teamwork, supportiveness, and fairness, peers are likely to emulate these behaviors in their interactions. If a supervisor exhibits negative behaviors, such as favoritism or gossiping, this can also be mimicked among peers, leading to a toxic work environment.
3. **Conflict Resolution**: The way a supervisor handles conflicts between employees can influence peer relationships. A supervisor who is skilled in conflict resolution can help peers navigate disagreements constructively, whereas a supervisor who ignores or mishandles conflicts can exacerbate tensions between employees.
4. **Communication Channels**: Supervisors who encourage open communication and provide platforms for employees to share ideas and concerns can help build strong peer relationships. If communication is stifled by the supervisor, peers may not feel comfortable or motivated to communicate effectively with one another.
5. **Team Building**: Supervisors who invest in team-building activities and opportunities for collaboration can strengthen the bonds between peers. This can lead to increased trust and a sense of camaraderie among team members.
6. **Performance Expectations**: When supervisors set clear performance expectations and hold all team members accountable, it can create a sense of fairness and unity among peers. However, if expectations are unclear or applied inconsistently, it can lead to resentment and competition.
7. **Recognition and Rewards**: How a supervisor recognizes and rewards employees can impact peer relationships. Fair and equitable recognition can motivate employees and foster a supportive peer environment. If recognition is perceived as biased or unfair, it can lead to jealousy and conflict among peers.
8. **Professional Development**: Supervisors who support the professional growth of their employees can encourage peers to support each other's development as well. This can lead to a culture of learning and mutual support within the team.
9. **Favoritism**: If a supervisor shows favoritism towards certain employees, it can create divisions and animosity among peers. This can undermine teamwork and collaboration, as other employees may feel undervalued or marginalized.
10. **Cultural Influence**: Supervisors play a key role in shaping the workplace culture. A culture that values diversity, inclusion, and equity will positively influence peer relationships, as employees feel respected and valued for their unique contributions.
In summary, the relationship between a supervisor and their employees is a critical factor in determining the quality of peer relationships within a workplace. A positive and supportive supervisor relationship can lead to a harmonious and collaborative team, while a negative relationship can cause friction and division among peers.
Compare and contrast the communication characteristics of the following kinds of peer relationship: informational, collegial, and friendship.
(36) Answered by Examlex AI CopilotInformational, collegial, and friendship peer relationships all have different communication characteristics.
In an informational peer relationship, the communication is primarily focused on exchanging information and knowledge. The communication is often formal and task-oriented, with a clear purpose of sharing information or seeking advice. There is a clear hierarchy in informational peer relationships, with one person often being the expert or mentor and the other seeking guidance or knowledge. The communication is often one-way, with the person seeking information being the primary communicator.
In a collegial peer relationship, the communication is more collaborative and cooperative. There is a sense of equality and mutual respect in collegial relationships, with both parties contributing to the conversation and decision-making process. The communication is often more informal and relaxed, with a focus on problem-solving and working together towards a common goal. Collegial relationships often involve open and honest communication, with both parties feeling comfortable sharing their thoughts and opinions.
In a friendship peer relationship, the communication is based on emotional connection and support. The communication is often informal and personal, with a focus on sharing feelings, experiences, and personal stories. There is a sense of intimacy and trust in friendship relationships, with both parties feeling comfortable being vulnerable and open with each other. The communication in friendship relationships is often two-way, with both parties taking turns sharing and listening.
In summary, informational peer relationships are focused on exchanging knowledge, collegial peer relationships are focused on collaboration and problem-solving, and friendship peer relationships are focused on emotional connection and support. Each type of peer relationship has its own unique communication characteristics that contribute to the overall dynamic of the relationship.
Upward distortion is most likely to occur when subordinates do not trust their supervisors.
(41) A social worker constantly deals with individuals who are in terrible situations and tries to helping them out. The work is emotionally draining. This is an example of which type of emotion?
(36) Explain common norms associated with emotion management in many professional or office settings.
(43) Subordinates can create the "Pelz Effect" by complimenting their boss and their boss's boss.
(37) Which is true of supervisor-subordinate relationships higher up in the organization compared to lower levels?
(44) If a worker seems to deserve the partnership relationship with a supervisor due to hard work and expertise, his or her peers will generally
(36) Which of the following forms of communication would you not expect to find in a collegial peer relationship?
(34) Explain the characteristics, advantages, and problems of mentoring relationships.
(37) Which of the following is a characteristic of an effective supervisor according to the average supervisor style?
(47) Which of the following forms of communication would you not expect to find in an information peer relationship?
(34) Those in higher level organizational positions (e.g., executives with top managers) are more likely to develop an open communication relationship with one another and involve one another in decision-making than those in lower level management or supervisor positions working with entry level employees.
(42) Which order listed demonstrates the most to least successful mentoring programs?
(35) Which of the following would you expect as an outcome of a partnership (high LMX relationship?
(28) Explain how emotional displays in paid work may differ from emotional displays in volunteer work.
(32) Emotions and displays of emotion should always be avoided in workplace settings.
(39) Which of the following is not a characteristic of an effective supervisor according to the average supervisor style?
(33) Explain how supervisors can encourage open communication from subordinates and why open communication matters to the effective functioning of organizations.
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