Week Three – Chapter Seven

Chapter Seven

I really feel like I learned from this chapter. Chapter seven is about the relationship between employees and managers. I think we all can see these occurrences in our workplaces. It talks about two different group. There are in-groups, who are people who have high-quality relationships with their manager. The other side is being in out-groups, who are people who have low-quality relationships.

As it was in the past chapters it talks about how valuing everyone equally. I think it is important to know that people can work best in either being in an in-group or out-group. It depends on how you want to be in the workplace, or what is allowed. There are some bosses that like to separate work and play. In that instance, the employees are not able to have a closer relationship with the boss. There are also people that want to be in the out-group. The employee does not want to have a personal relationship with their boss. I can see both sides. I feel like for me it depends on which manager I am talking to.

The chapter also talks about how which group you could impact your performance. It is commonly understood that if you have a closer relationship with someone you can trust that person. That will lead to being invested in the work you both are involved in. A closer relationship with your boss can promote a higher level of performance.

Another main thing mentioned in the chapter is favoritism. Favoritism can be a result from closer relationships you build with your manager. This can lead to tension with other employee-boss relationships, and can create problems amongst employees. I think we all have seen in a classroom setting or a work setting of favoritism being played out. It does not have to be a negative thing, but it can cause an unfair advantage to one person. I can see this from the boss’s perspective. There are people you can just be in-sync with automatically, and that is good when you want efficiency. Or when an employee makes it very clear they just want work to get done it is hard to fully commit yourself to work with someone. I try not to have favoritism when I lead a group because I know what it feels like to see favoritism play out. Sometimes it is hard to spot when you are the one who might be playing favoritism. I need to be aware of that.

The “HOW”

For the “how” it is important to be aware of how you are perceiving others in the work environment. As a leader, you must make sure to treat people equally, and with all individual attention. That sounds very hard to do for me. You should understand how people work, and do it in a way that does not show favoritism. It is also good to know people’s intentions. There are some people that want a more friend-to-friend interaction in the workplace, and there are some people who want to work hard and be involved. Those two may not necessarily be treated the same way. It is important to know who is in the in-group, and who may not feel good being in the out-group. Sometimes limits have to be used to make this better.

The “WHY”

I think we learned this stuff because we want to make sure we know a lot about business dynamics to increase job satisfaction and job performance. It is not just about doing the work, but it is also about how you get the work done. The relationship you have with your employee or boss can make and break your experience and performance at the company. It is good to not have just one group of workers but to have a good mix. It is important for all strengths to be utilized in the group, and the relationship with the boss has a big impact on that. That way the longtime effects of the performance will be positive.

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