„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

The impact of the physical space of an organization on frequency and quality of
interactions among organizational members often is overlooked (Steele, 1973; Steele &
Jenks, 1977). Conditions that encourage relationship-building efforts can be created by
making it easier for people to have informal discussions with those who have
complementary developmental needs. Indeed, in some organizations, a conscious
decision is made to have junior and senior engineers share office space, particularly
during the first six months of employment for the newcomer (Phillips-Jones, 1982).
Organizational members who have a commitment to mentoring can model effective
management of physical space by creating an “open-door” policy through their own
actions. Perceptions of availability appear to have a tremendous effect on people’s
willingness to seek guidance from their senior colleagues.
The redesign of work need not be system wide; individual jobs also can be modified
to meet individual and organizational needs. Jobs can be redesigned to include contact
with clients, with other parts of the organization, or with senior colleagues who can
provide feedback on performance. This enriches the job (Hackman & Oldham, 1980;
Hackman, Oldham, Jansen, & Purdy, 1975), as well as increasing opportunities for
interaction with people who can provide mentoring functions.
A more radical modification in the design of work involves the creation of project
teams composed of people at different career stages who have complementary needs.
This intervention has the potential to enhance productivity as well as the quality of
relationships.
Modifications in the design of work to encourage mentoring are dictated by the
nature of the work and the skills and attitudes of organizational members. As with the
redesign of the reward system, the involvement of those who will be affected by the
change is preferable.
Modifications to the design of work can have significant impact on the quality of
interpersonal relations in the organization, the level of trust across hierarchical levels,
and the general culture of the system, as well as on other structures and systems.
Consideration of how other systems must change in order to maintain a “fit” among
organizational components is essential for effective implementation (Beer, 1980;
Hackman & Oldham, 1980; Nadler & Tushman, 1980).
Modifying the Performance-Management System
The performance-management system has the potential to provide ongoing
developmental functions. Management by objectives (MBO) is a process in which the
manager and employee regularly set and review achievable goals that are consistent with
organizational objectives (Odiorne, 1965). Performance appraisal is a process in which
the subordinate’s performance is reviewed and feedback is provided on both
performance and potential. Finally, in career-development or performance-development
programs, the subordinate and supervisor jointly assess the subordinate’s strengths and
weaknesses and then develop a plan for his or her development. All of these activities
The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer ❚❘ 261