„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

Similarly, performance appraisal and management by objectives (MBO) systems
have the potential to reinforce a number of the mentoring functions by providing forums
for discussion of performance, objectives, and accomplishments. For the subordinate, a
performance appraisal provides an opportunity to receive coaching and feedback. The
supervisor is given a structure in which to provide these important developmental
functions and is trained in how to do so. Unfortunately, these conditions do not exist in
many organizations.
Obstacle 4: The culture of the organization—through its shared values, systems of
informal rules and rituals, and the behavior of its leaders—labels mentoring, and
relationships in general, as nonessential. Like the reward system, the culture
significantly affects whether people will invest time in developing relationships that
support personal and professional growth (Deal & Kennedy, 1982). An organization
whose leaders provide mentoring functions down the line, reward subordinates for
developing their subordinates, and model effective mentoring behaviors, is likely to
have a reward system that values relationships and developmental activities.
Equally important are the value messages conveyed by the culture about what types
of communication are legitimate, the degree to which people can trust one another
(particularly at different hierarchical levels), the extent to which openness and trust are
valued and respected, and so on. Meaningful coaching, counseling, friendship, and role
modeling are almost impossible in a situation characterized by low trust and minimal or
purely political communication.
It is not difficult to assess how the organizational culture encourages or discourages
mentoring. Observations of communication patterns and interviews with organizational
members can provide insight about how the culture affects relationships.
Most organizations have not consciously assessed their cultures in relation to
mentoring. Those that have generally have emphasized the importance of sponsorship
and mentoring for those who have been identified as having high potential for
managerial responsibilities (“An ‘Old Girl Network’ Is Born,” Business Week, 1978;
Collins & Scott, 1978). Leaders of organizations consciously model what they consider
to be appropriate behavior, and newcomers with high potential are linked with senior
managers who are expected to provide a variety of mentoring functions. Such mentoring
for an elite group rather than for a wide range of organizational members creates a
significant loss for the organization.
The culture that most severely discourages mentoring is the one in which
relationships are considered distractions from the work. Leaders model a results
orientation, inquire only about the bottom line, and invest little time or energy in talking
with employees about their jobs or personal lives. Concerns for efficiency, high
production, and maximum use of technical resources do not include concern for the
quality of work life or the development of human resources. Thus, people feel
discounted and disaffected, the quality of communication and the levels of trust are low,
and supportive relationships are almost nonexistent.
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 251