Communication 3nine2 Emails in the Clinic

 

Chapter 11

The E-Mails in the Clinic Initial Services Department    Heather L. Walter

This e-mail case study examines the superior-subordinate relationship between Steve and Dot. Steve is the head of the Initial Services Department in the County Mental Health Clinic, and Dot is one of the clerical staff in the department. During Steve’s three-year tenure as head of the department, the climate has gone from a highly productive, tight-knit team to a conflict-ridden, nonproductive group. The problems in this department revolve around the adversarial relationship between Steve and Dot. Other departmental members have become involved in the conflict and have only served to further exacerbate an already difficult situation. The height of the conflict in this case is illustrated through the only communication occurring between the superior-subordinate pair—abrasive e-mail interactions.

This case study highlights the concerns associated with superior-subordinate relationships, organizational conflict, changes in departmental climates, and e-mail communication. It can also be used to discuss issues of perceived equity and fairness, social support and satisfaction, defensive versus supportive communication, and mediated versus face-to-face communication.

This case study illustrates the importance of maintaining superior-subordinate communication and managing organizational conflict. It also demonstrates some potential pitfalls of e-mail communication in organizational relationships.

Climate—the communicative atmosphere that consists of worker’s collective beliefs, values, and expectations of communication.

Conflict—the interaction of interdependent people who perceive incompatible goals.

Defensive communication—communication characterized by an environment where individuals feel they are being judged, controlled, disrespected, or manipulated.

E-mail communication—mediated communication that occurs through electronic mail.

Equity and fairness—the perception that an individual’s ratio of inputs to outcomes is equal to others’ ratios of inputs to outcomes.

Face-to-face communication—communication that occurs within physical proximity and does not rely on mediated channels.

Superior-subordinate communication—communication between a worker and his or her boss.

Supportive communication—communication that is characterized by an environment where

individuals are encouraged and made to feel a sense of security.

Team—a set of people working together toward some common goal.

The superior-subordinate relationship is an important and well-studied area of organizational communication. Almost all members of an organization deal with one or both sides of a superiorsubordinaterelationship. These superior-subordinate pairs make for a key subsystem within the organization, which is critical to organizational and work-goal accomplishment. Superior-subordinate relationships have been linked to many organizational outcomes. Worker satisfaction, organizational turnover, productivity, commitment, and climate have all been studied in relation to the superior-subordinate exchange. In fact, the quality of the relationship between superiors and subordinates has a profound day-to-day and long-term impact on the organization. Supervisors don’t always develop the same quality relationships with all their subordinates. When differing superior-subordinate relationships exists within the same department, workers are likely to become aware of the distinctions within the group. Equity theory is one way to examine these differences. Equity theory can be applied to the superior-subordinate relationship, by examining the perceptions of input and output ratios. A worker might compare his or her relationship with their superior to the relationship of the same superior with a co-worker. If that worker feels they have put in more and received less, they are likely to feel a lack of fairness in the department. This perception of inequity can result in lower satisfaction and productivity, ultimately increasing the differential of the superior-subordinate relationship between the employee and his orher co-workers.

Differing perceptions of fairness, work ethics, and supportiveness are all potentially conflictinducing issues. The issues highlighted in this case built up over time and ended in a great deal of conflict. Supervisors need to manage these issues in order to improve a superior-subordinate relationship that has begun to deteriorate. Workers also play a role in the quality of the superiorsubordinate exchange, and some researchers suggest that both members of the superior-subordinate pair practice more affinity-seeking strategies as a way to improve the relationship. Affinity seeking includes improving perceptions of equality, willingness to both assume and concede control when appropriate, openness, optimism, sensitivity, and support.

Steve refused to give Dot a transfer, hoping Peter would agree that it was time to fire Dot. Peter, however, was not convinced that firing Dot was the appropriate approach. Steve hired a communication consultant, claiming that he wanted to help the department move through this difficult period. At the end of the consulting experience, it became evident that Steve really meant to have the communication consultant gather enough evidence to help document a reason for firing Dot. When the consultant failed to provide Steve the ammunition he wanted, Dot spoke withHuman Resources and earned permission to take an early retirement plan. With Dot retired, the department started to recover. But there was a great deal of unspokenr esentment. The damage in the department was done, and the group never came back together towork as the close-knit team they once were. Two years later, the department had lost the majority of its members, and Steve was in the process of searching for a new position.

1. What is Equity Theory? In what ways is equity theory illustrated in this case?
         Equity Theory Overview

2. What are some positive ways to manage the superior-subordinate relationship? What are some negative ways?

3. What are the different conflict-management styles?    Are there certain styles that are more likely to be used in the superior-subordinate relationship? Which ones? Why or why not?

4. How does a supportive climate impact the superior-subordinate relationship? How might a defensive climate impact it as well?

5. How do climate and culture differ? Can climate change? What types of behavior might lead to a climate change.

6. What solutions do you see to the problems in the Initial Services Department?

Kuhn, T., & Poole, M. (2000). Do conflict management styles affect group decision making? Human Communication Research, 26 (4), 558–590.

Monroe, C., Borzi, M. G., & DiSalvo, V. S. (1993). Managerial strategies for dealing with difficult subordinates. Southern Communication Journal, 58, 247–255.

Kassing, J. W. (2000). Investigating the relationship between superior-subordinate relationship quality and employee dissent. Communication Research Reports, 17 (1), 58–70.

Lee, J., & Jablin, F. M. (1995). Maintenance communication in superior-subordinate work relationships. Human Communication Research, 22(2), 220–257.

Sias, P. M., & Jablin, F. M. (1995). Differential superior-subordinate relations, perceptions of fairness, and coworker communication. Human Communication Research, 22(1), 5–39.