Nature of Interpersonal Relationships

Intimate Collaborative Neutral Competitive Antagonistic

Development of effective relationships

vBased on
vmutual expectations about performance, goals, priorities, and roles vThe degree of mutual trust
vTrust is = fn (character X competence)

vThe degree to which there is mutual influence (beyond roles)

A new employees journey in an organization

Entry

Sociali zation

Relationships with Superior

Monitoring Progress

Decision to leave or stay

Commitment to the organization Self Concept Expectations

Monitoring the progress

How well am I doing compared with the expectations of:
Myself? My peers, reference group? Those in positions I aspire to (superiors)?

Feedback I receive from superiors Analyzing ones source of power Increase in salary, inclusion in committees Second assignment

Assessing ones fit with the organization

Options Remaining and waiting out, or attempting to influence changes Withdrawing immediately from the work group, relocating diplomatically Withdrawing later, after building bridges to other parts Exit

Reassessing ones fit with the organization-examining dilemmas

Dilemmas Fit looks better for the longer term than for the short term Fit looks bleak in the work group but looks bright in the organization at large Separating supervisory support/relationship from relationship with the organization and organizational support

Reconciling expectations with experience

Are organizations beliefs and values fundamentally different, incompatible with my own? Evaluating degrees and kinds of misfits:
Several dimensions of personal ability and personal agenda, or on just one/two Is the misfit healthy for the individual and the organization?

Reconciling expectations with experience

Ask what is important to me? Focus on selfconcept/self-efficacy/self expectations Striking a balance between compromising important aspects of self and being flexible Do I want to be:
A good soldier Adapter Maverick Rebel?

Does the organization need a systemshaker?