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Superior-Subordinate, Employee-Employer or Employee-Client

Relationships
Presentation of Mr. Erwin Mariquina - MSEE
Superior-Subordinate Relationship
• The quality of the superior-subordinate relationship is of crucial
importance to the employees as well as the organization because
subordinates identify their immediate superior as the most preferred
source of information about events in an organization (Lee, 1997).
• In addition, employees identify their immediate superior as the primary
source for receiving information from the top management (Lee, 2001).
• Jablin (1979) described superior-subordinate communication patterns as a
form of work interactions in superior-subordinate relationships.
• He classified the superior-subordinate communication literature into nine
categories including interaction patterns, openness in communication,
upward distortion of information, the gap in understanding between
superiors and subordinates, superior feedback, and the communication
qualities of effective versus ineffective superiors.
Employee-Employer Relationship
• When an employer hires a new employee, he is not just bringing a new member of
the workforce aboard, he is also starting a new relationship. Because employers
and employees often work in close quarters, they necessarily develop
relationships.
• Managing these relationships is vital to business success, as strong relationships
can lead to greater employee happiness and even increased productivity.
• To reap these benefits, keep the dynamics of your employer-employee
relationship in mind.
Mutual Reliance
• The employer-employee relationship should be one of mutual reliance. The
employer is relying upon the employee to perform her job and, in doing so,
keep the business running smoothly. Conversely, the employee is relying
upon the employer to pay her and enable her to support herself, and
potentially her family, financially.
Relationship Building
• Just as with all relationships, the employer and employee relationship is
one that must develop over time. Employers can promote the building of
relationships by speaking candidly with their employees about their lives,
asking them about their families and learning about their interests.
Similarly, employees can promote the building of this relationship by being
open with their employer and sharing information about themselves and
their lives.
Set Boundaries
• Though the type of employee and employer relationship that is considered
appropriate varies from company to company, boundaries exist at almost all
companies. Generally, it is unwise for employers to develop romantic
relationships with their employees. Similarly, employers should exercise care to
ensure that the relationship they develop with one employee isn’t notably closer
than the relationships they develop with others, as this can lead to concerns
regarding favoritism or similar issues of unfairness within the workplace.
Some Guidelines Necessary for Success in Working with
Others
Teamwork Defined
• Teamwork is generally understood as the willingness of a group of people to
work together to achieve a common aim.
• For example we often use the phrase:” he or she is a good team player”.
This means someone has the interests of the team at heart, working for the
good of the team.
• Have you ever wondered how some work groups exhibit effective teamwork
and other teams remain dysfunctional for the life of the team?
• Effective teamwork is both profoundly simple and difficult at the same time
and the success of a particular team is also tied in closely with the culture
of their organization. Some organizational cultures support teamwork;
others don't.
10 Keys to Successful Teamwork
1. The Team Is Clear About Its Mission
– The team understands the goals and is committed to attaining them. This
clear direction and agreement on mission and purpose are essential for
effective teamwork. Team members must have an overall mission that is
agreed upon and that provides the umbrella for all that the team tries to
do. This team clarity is reinforced when the organization has clear
expectations for the team's work, goals, accountability, and outcomes
2. The Team Environment Encourages Reasonable Risks
– The team creates an environment in which people are comfortable
taking reasonable risks in communicating, advocating positions, and
taking action. Team members trust each other. Team members are not
punished for disagreeing; disagreement is expected and appreciated.
3. Respectful Communication Is the Norm
– Communication is open, honest, and respectful. People feel free to
express their thoughts, opinions, and potential solutions to problems.
People feel as if they are heard out and listened to by team members
who are attempting to understand. Team members ask questions for
clarity and spend their thought time listening deeply rather than forming
rebuttals while their co-worker is speaking.
4. Strong Sense of Group Commitment
– Team members have a strong sense of belonging to the group. They
experience a deep commitment to the group’s decisions and actions.
This sense of belonging is enhanced and reinforced when the team
spends the time to develop team norms or relationship guidelines
together.
5. Team members are viewed as unique people with irreplaceable
experiences, points of view, knowledge, and opinions to contribute.
After all, the purpose of forming a team is to take advantage of the
differences
6. Creativity and Innovation Are the Norms
– Creativity, innovation, and different viewpoints are expected and
encouraged. Comments such as, "we already tried that and it didn't
work" and "what a dumb idea" are not allowed or supported. The team
members recognize that the strength in having a team is that every
member brings diverseness to the effort to solve a problem, improve a
process, reach a goal, or create something new and exciting.
7. Engages in Continuous Improvement
– The team is able to constantly examine itself and continuously
improve its processes, practices, and the interaction of team members.
The team openly discusses team norms and what may be hindering its
ability to move forward and progress in areas of effort, talent, and
strategy.
– The team holds review meetings that assess the team's process and
progress in approaching and accomplishing the team mission.
8. Solves Teamwork Problems and Conflicts
– The team has agreed upon procedures for diagnosing, analyzing, and
resolving teamwork problems and conflicts. The team does not support
member personality conflicts and clashes nor do team members pick
sides in a disagreement. Rather, members work towards the mutual
resolution of problems and disagreements.
9. Practices Participative Leadership
– Participative leadership is practiced in leading meetings, assigning
tasks, recording decisions and commitments, assessing progress,
holding team members accountable, and providing direction for the
team. This means that every participant on the team must actively
contribute to leading the team to successful outcomes and
contributions.
10. Makes High Quality Decisions
– Members of the team make high quality decisions together and have the
support and commitment of the group to carry out the decisions made.
They also gain the support and commitment of the people they report to
in order to accomplish and communicate the team's progress and
success.

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