Organizational Behavior and Communication Styles Essay

Tags: social identity case study group dynamics human relations

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.....interpersonal skills in the workplace cannot be underestimated, as organizational performance depends on the ability of employees to communicate, solve problems, and make ethical decisions. Employers value interpersonal skills as much as technical skills, and like technical skills, interpersonal skills can be taught and learned in formal and systematic ways (Reece & Reece, 2016). However, interpersonal relations in the workplace often proceed informally. People form alliances and allegiances based on structural factors like formal team membership, or informal alliances based on factors as diverse as gender and ethnicity or personality orientation.



Individuals define themselves in terms of group membership (Ellemers, et al., 2003, p. 11). When individuals feel they are "under surveillance from in-group members," they may not be fully honest in group communications or feel threatened, silenced, or cut off from the group in ways that can impede performance (Ellemers, et al., 2003, p. 11). Therefore, leaders need to be cognizant of group dynamics and aware of the ways that power is expressed in groups. This case study will illustrate how individuals formulate their identities in the group environment based on both formal and informal arrangements. Formal arrangements in the workplace have been shown to be insufficient because they "do not enable workers to deal adequately with the tasks they face," (Van Knippenberg & Ellemers, 2003, p. 29). Formal arrangements might work fine in an organization that wishes to remain in a bureaucratic rut, but not for organizations that are diverse and wish to remain relevant and thriving.

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Formal arrangements do not offer intrinsic motivation, promote alienation, and can lead to human resources disasters. This case study shows how positive group communications and interpersonal skills promotes organizational harmony and fosters productivity.

Profile: Yash



Yash works for his father's company, which is in an unspecified industry. Before he started working at the company, Yash was concerned that he might be treated differently because he was the owner's son. This would have impeded interpersonal communications, as group members would have possibly been unwilling to speak about all issues when Yash was present. However, Yash was pleasantly surprised to find that the employees welcomed him into the group dynamics as if he were any other new recruit.



Interpersonal relations in the workplace were harmonious and collaborative. Yash was treated with respect and offered a supportive environment where creative problem solving could take place. All employees felt empowered to contribute and offer….....

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References


Ellemers, N., et al. (2003). Social identity at work. In Haslam, et al. (Eds.) Social Identity at Work. New York: Psychology Press.

Reece, B.L. & Reece, M. (2016). Effective Human Relations: Interpersonal and Organizational Applications, 13th Edition. South-Western.

Van Knippenberg, D. & Ellemers, N. (2003). Social identity and group performance. In Haslam, et al. (Eds.) Social Identity at Work. New York: Psychology Press.

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