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Essay / Research Paper Abstract
8 pages in length. Myriad theories exist in order to provide a semblance of harmony, cohesion and productivity in the workplace, however, far too many of them seem to gloss over the interpersonal nature of the work environment and focus more pointedly upon the leadership skills of a single individual. Schultz's approach is refreshingly different by virtue of doing just the opposite, inasmuch as his FIRO-B theory spotlights the importance of how people perceive and are perceived by others. Bibliography lists 5 sources.
Page Count:
8 pages (~225 words per page)
File: LM1_TLC_FIRO.rtf
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Unformatted sample text from the term paper:
seem to gloss over the interpersonal nature of the work environment and focus more pointedly upon the leadership skills of a single individual. Schultzs approach is refreshingly different by
virtue of doing just the opposite, inasmuch as his FIRO-B theory spotlights the importance of how people perceive and are perceived by others, a method that serves to illustrate how
some groups "perform better than others, despite the same competence, skills and education background within the different groups" (Balkan Children and Youth Foundation). II. UTILIZING THE THEORY Schultzs Fundamental
Interpersonal Relations Orientation-Behavior theory (FIRO-B) appoints three specific criteria to analyze how people behave at work in order to determine the way in which they react between and among each
other; in short, it establishes the level upon which a specific person gives to and needs to get back from others with respect to inclusion - social skills and getting
along; control - leadership behavior, control give and take; and affection - giving and receiving warmth between/among coworkers. Adding in scores of the final two testing determinants -- interpersonal
and expression-of-anger -- enables the feedback provided by the FIRO-B theory to "give an accurate picture of how an individual behaves at work and how he or she is perceived
by others" (Muller, 2005) that inevitably allows managers and staff alike to align perceived impressions where they actually belong with these guiding principles: o become aware of their interpersonal
needs o develop strategies to meet these needs o become aware of how these needs may be perceived by others o identify sources of career dissatisfaction as
well as careers, organizations, or tasks that may increase their satisfaction o identify sources of conflict with others, both at work and in personal relationships o build more
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