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From an employee perspective, interactions with managers who yell are stressful and can negatively impact morale and productivity. Employers place expectations on managers to accomplish specific tasks and meet certain benchmarks, but often leave the means of motivating staff and meeting expectations up to managers and supervisors.
An issue is how the managers motivate their employees to meet the expectations of the employer: in other words: management communication.
Sometimes managers yell. Sometimes they know they are yelling, sometimes they don’t. Sometimes a manager denies, and does not believe that they are yelling at anyone. Despite this, the manager is being perceived as yelling and employees are experiencing personal and workplace stress. Employees feel bullied.
It is possible that the manager is not yelling. It is possible that the manager is not a bully. Yes, the manager may be speaking sternly. He or she may be speaking directly. Perhaps the manager is trying to impart the importance of what they are saying. He or she may believe that without speaking in a clear firm manner something will be lost and whatever the issue is will continue.
It is not impossible that what one person may experience as being yelled at may actually be intended to empower, support, and motivate the employee. It seems impossible that what is intended and experienced can be such opposites. In any interpersonal communication there are two sides – two perspectives of the interaction. Management communication is not immune.
There are various factors that contribute to an individual’s perspective of management communication. These factors include personal confidence levels, personality types, communication style, relationship history, the workplace role of those involved, the environment, options available, and stress levels.
We tend to think that workplace interactions are “all business” and are not subject to the very personal nuances of the interpersonal interactions. However, workplace communications, including those between manager and employee, are just as susceptible to unrelated personal differences as other interpersonal communications. This is also true of management communication.
As much as possible, managers and supervisors need to be conscious of not only of the expectations and needs of the employer, but also how individual employees perceive their management style and communications. Doing this will allow managers to ensure that their intent is what is communicated and is not lost to fear and intimidation.
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Additional Reading:
- Reducing Workplace Conflict: Team Building
- What Defines An Ideal Employee
- Job Stress: Industry Based Stress
- Bullying: A Type Of Workplace Violence
- Defining What Is Appropriate Workplace Behavior
- Workplace Stress = Increased Heart Risk In Women
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Tags: Communication, Communication Tips, conflict, employee stress, management communication, managers, workplace, Workplace Conflict, yelling
