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Organizational relationships have come a long way from tightly structured job profiles to each worker not knowing what his neighbor does. Still, workers today contribute to the overall organizational success by building and maintaining relationships

A typical organization is composed of a variety of people with a spectrum of traits that influence its progress. Whether these people and their traits influence the organizational growth and success positively or negatively, it is imperative that all those playing a role in it communicate well enough to achieve the highest level of performance by applying the least resistance.

How to build and maintain organizational relationships: This is a two-step approach you can adopt for successful and productive organizational relationships: One, by accepting that all human behavior brings about impactful results; and two, by communicating proactively about how you work with others.

  • Acceptance of human behaviors: As mentioned above, this is the first step to build and maintain successful organizational relationships. Each employee brings with him to the workplace a different set of strengths, abilities, values and traits. So, to expect all workers to work in the way a leader does is futile.

Managers go wrong when they train their juniors to work in much the same way as they do—an exercise that causes frustration in the juniors and causes them to go astray in the face of a common task. While the task may be easily done, the problem lies in not customizing the result to each worker. The idea is that there may be many ways of doing any one task, so each one should be allowed the freedom of finding their own way of doing it.

For a worker to perform at his optimum, he or she needs to customize his or her strengths to the task to be done. For this to happen, a good starting point is to find out who among the staff is a reader and who is a listener. If the boss is a listener while his junior is a reader, to send e-mails and memos will only slow down the tempo at work.

The junior will always write out his ideas and proposals while his boss will read his e-mails and wonder why the junior isn’t discussing it with him. The point to be stressed here is that the boss’ core message should reach his team members because if it doesn’t, it could severely impact the success of the organization.

  • Communicate proactively within the organization: There is a wide delineation in jobs today, so the kind of work you do in your organization could be vastly different from you’re your neighbor sitting next to you does. In earlier times, roles at work were strictly demarcated and one’s roles and duties were well-known. But today, we live in a knowledge-based society where this demarcation is totally absent, making organizational relationships difficult.

Today, it is necessary for all workers to communicate your values, strengths and way of working before you can demonstrate it. People usually believe that it is the boss’ duty to ask what they do, but the truth is that it is only his duty to see that you achieve the pre-determined results. How they want you to bring results to the table depends on how junior and boss communicate. All the junior needs to do is to introduce his work, working style, duties at hand and core values to the boss and tell him how the former plans to contribute to the organization and shows results. This is sure to bring a positive response from the boss who will then discuss how to go about the job at hand. This not only changes mindsets but also instills a lot of trust in the boss.

Organizational relationships aren’t based on likes and dislikes but on an understanding of how workers perform. Shooting orders and showing muscle power cannot sustain the organizations of today, but they should be nurtured on a worker’s understanding of his colleagues and knowledge of how each one contributes to the overall success of the organization.

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