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Brad Thomas, the commanding executive officer, overseas all policies, regulations, and rules surrounding his company. He is writing this consultant report on one of his troubled employees named Dan Smith. There is abundant empirical evidence that members of the same group or social network tend to behave similarly in a range of economic and social outcomes. Positive correlation between the behavior of an individual and the behavior of his peer group can result from interactions among group members or from the similarity of group members even in the absence of interactions among them. A large empirical literature investigates peer effects in schools, neighborhoods, migration, fertility, health behaviors, crime, and other domains. Are Brad Thomas' co-workers making him more productive? Or is his performance at work purely determined by his individual characteristics and ability together with employer characteristics (e.g. technology, past investment decisions, on-the-job training programs, etc.)?
OBSERVATIONS OF DAN'S MALLEABLE PERSONALITY AND COMMUNICATION STYLE(S) IN THE WORKPLACE
Dan's Communication Style(s) Compared to Other Employees
Three primary communicative styles implemented are aggressive, passive, or even assertive. First, one must be aware that being self-cognizant is the key to good communication skills; it will elongate in aiding you to concoct beneficial and enduring images on other people. The big problem with Dan is that his communication style seemed to be rather passively supportive and he hardly made any effort to voice his own true logically-based opinion on key work environmental issues which could have elevated this company. He seems to agree with everyone on everything, by just nodding his head and saying, "Yeah, I agree." This is insufficient for this company because the supervising staff value opinions of various natures, not robotic-responding people who are inhibiting the progress of the company. Dan does not make people feel at ease because he fails to select and implement specific actions that would fit within a reasonable dialogue and resonate with another. He does not make an effort to make anything better.
Dan's Work-Based Personality: The Abyss of the Passive Abutment
There are four primary personality types, which are commonly known as controllers, promoters, supporters, and the intelligent analysts. However, when trying to apply one to Dan, it takes great thought. At best, he's a passive yet unsure supporter, with severe negative connotations. If one of his co-workers wanted to steal $100 from the company to buy his or herself food, he'd probably agree and support it because it would feed him or her. It would seem logical that if you combine your communication algorithms with a certain personality style of those you exchange dialogues with; you could drastically improve your dialogue skills.
But with Dan, he consistently shows and acts like a passive introvert. He's shy, he avoids contact with people-specifically his immediate supervisor-and has his head down when spoken to. He does not speak up, he supports just about anything that is thrown at him. For example, his immediate supervisor once asked his opinion on how to best serve the morale of the employees in the company. Personality styles are ways people act or react in given circumstances. People will tend to change and even adapt depending on the situation and their purpose. A controller could turn into a totally subservient supporter when faced with a health care crisis with in the family. A supporter could turn into a controller if a lack of quality health care is perceived. It is necessary to mirror the personality style with the type of communication. Many of the company's superiors falsely suggested to him to measure his reaction on maybe creating an incentive to have a day off.
He immediately concurred. But this would be disastrous. This company needs all the manpower it can get and it needs it as often as it can. The fact that he passively agreed with me showed a lack of respect, care, and any good kind of worth motivation for success. Controlling people are known as people who drive upon motivation and rarely care to listen to others around them, focusing on the situation in their immediate grasp. For example, if one of my employees was speaking to a controller regarding a task to be done at work, such a person would only want to know, "What is the task to be done so you'll be satisfied?"
Promoters consistently strive to avoid isolation and evasion and will strive for any kind of attention. They are known to engage in a caricature that transcends reality, so it seems, and leave out precise facts and details. On the other hand, supporters are like the slaves in the bee hive in terms of an organization.
EXAMPLES OF DAN'S RECIPROCITY WITH AT LEAST 3 PEOPLE WITH DIFFERING PERSONALITY AND/OR COMMMUNICATION STYLES
Many of our company's superiors have meticulously observed Dan interacting-with no intentions of really listening-to employee Evelyn Baker, one of the company's most elite employees with her aggressive, but motivating ideas to better the company. She's very proactive. She was telling Dan that he should speak up a little more and start asking his superiors questions regarding his job so to as elevate his work ethic and productivity. Dan responded by just smirking, turning around, and blowing her off. That is when I came in and got involved. I stated to Dan that if he did not start listening to the people above him, I would demote him or even possibly terminate him, with the latter being the better of the two options. Also, Dan has an issue with communicating with his own peers.
He does not appear to have any friends, but at the same time, the people closest to him are shunned down by his retracting demeanor. In other words, he is not putting forth the effort to work in teams to better the company. Teamwork is essential and these are grounds to fire him. One of the last and most disturbing observances our company has noticed about how he interacts in the work environment was when one of our superiors who is second in the chain of command asked Dan questions regarding his work, and Dan either did not reply or he just said, "I'm working on it." Mind you he had all the time in the world to achieve a goal to be able to say to the superior that he finished the tasks at hand. At best, Dan's a procrastinator.
ADVICE AS A CONSULTANT FOR A BETTER WORKPLACE FOR DAN AND EVERYONE ELSE
One of the biggest problems employees face is stress. Conflict with one another is another problem that needs a resolution in the work environment. Given that fact, learning and teaching others how to manage their stress and conflict is one of my priorities. Our superiors can arrange payment agreements for employees to see a doctor who appear much stressed or we can teach them relaxation techniques to void the stress. We as superiors can also take responsibility and exemplify to our employees on how to take care of themselves, avoid pitfalls, and learning to communicate better.
Moreover, exercising, eating a healthy diet throughout the day, and getting enough rest should help quell stressful symptoms. As one of the lesser ways to combat stress are by prioritizing and organizing through time management. A more sophisticated technique is to reduce stress in the workplace by improving emotional intelligence. This includes self-cognizance, self-management, social awareness, and relationship management (Segal et al., 2010).
METHODOLOGIES TO IMPLEMENT TO IMPROVE WORK RELATIONSHIPS REGARDING DAN WITH OTHER EMPLOYEES
Problem #1: Melodramatic Work Relationships with Dan and Others
As a supervisor, one witnesses many things. Drama in the workplace is one of the situations our superiors unfortunately witness. But upon immediate observation of such drama, something needs to be doneâ€¦immediately and with speed. For example, one of our most unproductive employees, Dan Smith, has a bad reputation despite is introversive personality, in causing melodrama. This occurs when a minor incident is embellished and romanticized in such a manner where it forms into a huge and astray phenomenon to the former problem. In order to implement a strategy to fix this dramatic problem, one must first identify some of the symptoms Dan elicits.
He seems to be to himself at times, but at other times, he normally delineates an employee or community of employees as vices or worse. He also has a bad habit of turning minute things into huge inappropriately bigger issues than what they really are where one would be just exhausted. It seems as if Dan thinks the littlest things are a sign of a big catastrophe.
Solution(s) for Dan's Melodramatic Relationships in the Workplace
One of the solutions that I most favor in terms of solving the melodrama can be derived from what Bacal (2009) terms The M.O.D.E.L. Method. There are five stipulations in this process in order to improve work dramatic relationships. First, there's the model step. For example, if one is in a situation that is strife with turmoil, disagreements, you must model the intended non-melodramatic deportment by equalizing your responses and emotional responses instead of perpetrating in the behavior, talking or behaving in a manner that is even more dramatic, surprising, or nebulously emotional than the circumstance requires. Second, we deal with the concept of objection. One must be firm by objecting to the dramatic actions that slanders or is emotionally hurtful to another employee.
It is important for us in order to make improvements with work relationships is to avoid gossip at all costs. Third, decide despite reason against transforming a drama expert yourself or a citizen of the royal court. Two sides of every situation should be considered. Do not pre-judge, in other words. Supervisors must engage and be impressible to manners you might be capable to aid the drama president put a muzzle on his or her emotions and depreciate the effect on other employees. Also, supervisors need to easily listen to and observe the dramatic story unravel instead of bolstering the flames by reacting overzealously (Bacal, 2009).
Problem #2: General Workplace Relationships with Dan and Others
Some of the general dilemmas in the workplace relationships involve mistrust of one another, disrespect, negative thinking, negative criticism, among other issues. We must develop a method to solve this general set of workplace relationships so people can trust and respect, ultimately enabling everyone to work with each other in productivity.
Solution(s) for Improving Dan's General and Common Workplace Relationship Problems
Supervisors should always keep an open-door policy. Employees need the confidentiality of something sensitive to report for their safety and morale. By this method, you can learn the employees' preferences and needs. Also, we need to eradicate negative thinking in the workplace and concentrate on positive thinking. Working with people with pessimistic demeanors is only going to cause more problems. Criticism is one of the biggest issues with conflicts. Employees arbitrarily put one another down without thought to how they may make another person feel. We need to turn this into constructive criticism. It is almost entirely beneficial to confront an issue and move forward and not look back rather than harping on the issue, which would only tear down an employee's self-esteem (Samuels, 2009).
THE USE OF IMAGE-EXCHANGE WITH RESPECT TO DAN IN EXAMINING PERCEPTIONS OF THE WORK RELATIONSHIP ROLE
Image-exchange in terms of some of the work relationships aforementioned is better put into perspective and comprehension if one discusses what is called psychological climate. Psychological climate means the psychological sub stratosphere predominates with everything that it holds, such as mentality, behaviors, and primary merits. In order to explain the image-exchange in the work environment, one must note that this facet of inquiry is specialized in social psychology, as well as organizational psychology. Some of the relationships already discussed have troubling issues like morale, trust, conflict, the credibility of superiors, rewards, etc. However, the organizational climate may very well be adjudged with respect to these factors. Psychological climate is also a primary facet in aggregations and motivations of work players.
Image-exchange in terms of fragile work relationships such as trust and morale in terms of psychological climate may be remedied with employee motivation and performance which are fully complimented by employee's mentality towards work ethics. It has been discovered that the James and James' (1989) model potentially could be stretched to foresee the results of work ambiances in terms of conceptions on the attitudes, motivations, and performances of workers. Parker et al. (2003) statistically combined the emanations of many research experiments that tackle a plethora of relevant research hypotheses. The discoveries point to that psychological climate, with respect to the operationalized as persons' work ethics, drive, and achievements are actualized (Parker et al., 2003). Lewin et al. (1939) argues that there is a molar theory of psychological climate that is deeply enthroned in the psychiatric sequences where people make meaning of their work performances.