COMM 306 1nd Edition Lecture 11 Outline of Last Lecture I. Organizational EntryII. SocializationIII. Organizational ExitOutline of Current Lecture I. Workplace RelationshipsII. Superior-Subordinate RelationshipsCurrent LecturePeer-Influenced Exit: messages/behaviors intentionally influence leaving- for workers own benefit or organizational benefitsAntisocial Tactics: destructive messages and behaviors- prevent ideas from being heard- cease/decrease support- exclude from activities- withhold information- impede access to needed resources- avoid/decrease communication- act hostile or unfriendlyProsocial Tactics: positive messages and behaviors- encourage to seek other employment- commend/praise other career alternatives- inform of career opportunities- directly tell to leave- commend advantages of leaving- comment positive qualities- provide assistance for transitioning jobsThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Workplace Relationships: any relationship with coworker- peers pressured each other in systematic soldering- Fayol advocated for limited lateral communication- Hawthorne Studies showed importance of relationships- type: superior-subordinate, peer, romantic, friendship- voluntary or involuntary- task and relational elementsBlended Relationships: blend personal and task elements- workplace relationshipsBenefits to Work: more commitment, information sharing, loyalty, cohesionBenefits to Relationships: mutual understanding and shared experiencesStrain on Work: need to be impartial and keep some information privateStrain of Relationships: can’t achieve traditional friendship expectationsSuperior-Subordinate Relationships: exchange of information and influence of members- one member has formal authority over other- authority to direct and evaluate activitiesSubordinates:1) Superior may serve as a role model (source of information and model for behavior) 2) Superior has power to reward or punish3) Superior mediates formal downward communication4) Superior may develop a personal relationshipSuperior: 1) Subordinate is channel of information2) Subordinates satisfaction effects job work3) Superior performance depends on subordinatesRelationships Vary in QualityLeader-Member Exchange Theory: supervisors have different relationships with employees- In-Group Members: high quality, leadership exchanges- Out-Group Members: low quality, supervisor exchangesProblematic Aspects of Work Relationships:1) Misunderstanding: semantic information distance (perceptual incongruence)- different views of superior and subordinate- negative individual, relational, and organizational effects- considered a natural by-product2) Upward Distortion: hesitance to share bad news- subordinates afraid of being blamed- bad news perceived as criticism of superior3) Strategic Ambiguity: allow for multiple message interpretations- allow meaning protection and restrict information- regulate what is shared which may result in