Don’t Compete with Colleagues; Embrace Them

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‘Don’t compete with colleagues; Embrace them’

“The survey by OfficeTeam revealed that nearly half of senior managers believe employees are more competitive with each other today than they were 10 years ago” (BusinessNewsDaily, 2012). In the real business world, getting along with colleagues makes the work environment and workers more productive and enjoyable in today’s organizations. However, not all situations with colleagues are easily dealt with. The given article entitled, ‘Don’t compete with colleagues; Embrace them’ suggests embracing colleagues is a much better way than competing with colleagues. How do you embracing colleagues then? Susan Credle said in the given article by Bryant (2012), “I would suggest that if you look at something and you have a better idea, that you generously give that idea to someone and make them better. Because if we all do that, we all win. The minute you’re the only good thing at this company, we’re done. So can you do it? Can you be that generous?” As individual’s personality affects interpersonal relationships in organizations, this essay suggests that you should consider your own level of self- monitoring and personality traits to understand more about yourself and to accept your colleagues and co-workers. This essay introduces self-monitoring, highlights its characteristics, and explains how the self-monitoring related to relationship capital. I will provide my own result of MBTI to self-monitor myself as an example.

1. Self-monitoring
1.1 What is self-monitoring?
Personality is the individual’s characteristics which has a stable pattern or behaviour on ideas, objects or people (Samson& Daft, 2005). According to Barrick, Parks and Mount (2005), there is significant variance between personality and performance relationships that remains unaccounted for, and several analyses have shown this. It means there are variables which are individual differences or external situations that moderate the relationship between personality traits and performance. Then is individual’s personality associated with performance? (Barrick, Parks, & Mount, 2005). Self-monitoring refers to “the extent to which people base their behaviour on cues from other people and situations” (Nelson & Quick, 2011, p.42). Individuals monitor, adjust, and control their behaviours based on perceptions of others and situations (Snyder, 1974). Individuals high in self-monitoring behave according to observations and considerations of other people. They focus on the behaviour of other people, and focus on what is appropriate in particular situations and events. They have a better ability to adapt and consider more in adjusting their behaviour to external, situational factors. By contrast, low self-monitors pay less attention to situational cues and act so it is hard for them to flexibly adjust their behaviour (Nelson & Quick, 2011). According to Robbins, Bergman, Stagg and Coulter (2009), high self-monitoring managers relatively receive more promotions and more likely to be in a central position in an organization, as they manage impression well, they are more flexible with impression management which is about controlling the impression affected to others form of them. Bono and Vey argued that “because self-monitors are accustomed to regulating their emotions, it is likely that they will experience less stress when they face explicit organizational requirements to do so" (2007: 182). Individuals high in self-monitoring are not only comfortable in impression management or emotional labour, but also are more likely to bring out favorable reactions from others. It follows and influences work outcomes and organizations in every way (Judge, Woolf & Hurst, 2009). Self-monitoring could be learned in several different ways. Individuals can develop relationship with effective communication with others. Moreover, observing behaviours of a high-monitor and looking oneself through feedbacks would be helpful (Levine &...
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