THE SUPERVISOR– EMPLOYEE RELATIONSHIP

1 68 PERFORMANCECOMPETENCIESA fter you have finished reading thischapter, you should be able to: Identify the psychological ingre-dients or factors in a typical supervisor EMPLOYEE RELATIONSHIP Describe five ways to build astronger RELATIONSHIP with yoursupervisor Explain three characteristicsfound in most relationships List the five foundations for goodhuman relations and how to putthem into practicechapter fiveTHE supervisor EMPLOYEE RELATIONSHIP In order for me to look good, everybody around me has to look good.

2 Doris DrurySorry to put this additional responsibility on you at this time, butyou know how it is .. Here s a new report we have to get back to headquarters by Friday,even if it means letting something else slide. has called another special meeting for tomorrow afternoon .. The new supervisor soon learns that a constant stream of additionaland unexpected time-consuming duties filters down from supervisors occasionally feel that they need more arms and legsand a twenty-four-hour workday to give full attention to their grow-ing list of responsibilities.

3 But no matter how many or how urgentyour multiple responsibilities may be, one must take priority over allothers: your responsibility to build and maintain a productive rela-tionship with each EMPLOYEE under your immediate supervision. Noother single responsibility demands the same degree of As we discovered in Chapter 4, building a good relationshipwith an EMPLOYEE is the best way to close the EMPLOYEE s productivitygap. It also promotes your own personal effectiveness and productivityas a manager because when you take the time to develop these relation-ships and guide employees in their work you are better able to producemore quality work through their efforts with less need for you to per-form these tasks so that you can focus on broader managerial goals.

4 Onlythrough good relationships combined with strong, sensitive leadershipcan a cohesive department be built. The quality of relationships consti-tutes the fabric of the department. If relationships fall apart, the wholeoperation is weakened. If you do not learn to build and maintain theserelationships skillfully, your days as a supervisor will be full of turmoil, 7/25/08 7:23 PM Page 68 The supervisor EMPLOYEE Relationship69and you will not reach your potential as a manager. Building interpersonal relation-ships is the key to success as a team is the all-important RELATIONSHIP that exists between the supervisor andeach EMPLOYEE ?

5 What is its function? How can a productive RELATIONSHIP be built?THE RELATIONSHIP CHANNELP erhaps a supervisor EMPLOYEE RELATIONSHIP is best perceived and understood as aline that exists between the two, a kind of psychological channel through which allcommunications, reactions, and feelings must flow back and this RELATIONSHIP channel, each party views, interprets, and reacts tothe other. The openness the amount of freedom or naturalness of this line con-tributes to the quality or tone of the RELATIONSHIP , which, in turn, is the essence of theworking arrangement.

6 Here are three characteristics found in most relationships,which apply to the RELATIONSHIP itself and do not describe the individuals is the lifeblood of the RELATIONSHIP line. Youkeep a RELATIONSHIP alive and healthy through an input of words and nonver-bal signals from both ends. Just as all parts of the human body must receivea constant supply of fresh blood to survive, a RELATIONSHIP is kept alive withan exchange of ideas, given strength by words, and kept in good repairthrough talking.

7 Parties at both ends of the line must contribute. An open di-alogue keeps the RELATIONSHIP healthy. In management parlance, the operativeword is feedbackand both parties in the supervisor EMPLOYEE relationshipneed it continuously, even desperately at times. To repeat:feedback is two-way, including EMPLOYEE to supervisor ,and not just supervisor to employeeas is commonly Reward Theory (MRT).MRT states that the RELATIONSHIP betweensupervisor and EMPLOYEE is enhanced when a good reward exchangeoccurs between them.

8 For example, the supervisor may provide theemployee with the freedom to work with minimum supervision, personalrecognition, and involvement in decision making. In return, the 7/2/08 6:53 PM Page 6970 Chapter 5may provide high personal productivity, dependability, and cooperationwith co-workers. When such an exchange takes place, both parties EMPLOYEE is happy with his or her job, and the supervisor s reputationis enhanced due to his or her ability to direct and support a reasonably good reward exchange, a healthy, productive, long-term RELATIONSHIP is difficult to achieve.

9 Trust is also violated when eitherperson in the RELATIONSHIP fails to honor his or her part of the agreementin the presence of RELATIONSHIP line can become emotionallycharged. Extreme emotional feelings of either the EMPLOYEE or the supervi-sor can sometimes enter the line and make it difficult to handle. Therefore,you must often take special care in dealing with a highly charged must go about the work in a quiet, sensitive way. Sparks generated by un-controlled emotions are dangerous to the supervisor EMPLOYEE both parties share this responsibility, it is the supervisor who mustkeep the line under control, managing to control his or her own emotionsand responding appropriately when employees emotions run , as the supervisor , are primarily responsible for the condition of any givenemployee RELATIONSHIP .

10 You must take the initiative to keep it healthy. If it fails, youcannot blame the EMPLOYEE . You need the cooperation of the EMPLOYEE and mustassume the responsibility for getting happens when, despite your best efforts, the EMPLOYEE doesn t meet hisor her end of the agreement to build a workable RELATIONSHIP ? You may have a prob-lem EMPLOYEE . When faced with this situation, you have at least three possible solu-tions: (1) Involve the EMPLOYEE by asking for suggestions on how to improve the re-lationship.