The reflective journal provides you with the opportunity to reflect on your learning in this subject and its applicability to you as a manager and/or leader. In addition, it allows you to think about and comment on your learning in relation to the concepts, theories and practices presented and discussed in the course.
Fostering the development of positive relationship within the workplace has been identified as a topic that is the focus of a number of researchers. Individuals in the setting of the society or the work place can be identified as negative energizers or positive energizers. The differences in these categories of energizers are known to be having extremely relevant implications on the settings they exist. Positive energizers contribute in creating and supporting vitality within the others in the settings (Domjan, 2009). They boost and uplift individuals. Interaction with positive energizers seems to be leaving the elevation and motivation in the feelings of others. Positive form of energizers have been identified for being optimistic, unselfish, trustworthy, and heedful. Interaction with them helps in building energy in individuals and in an experience of inspiration.
Networks of Positive Energy
Positive reinforcement is referred to as the practice to praise good efforts within the work place rather than, or along with it to criticize bad efforts. This has been identified as the tool of managers that can be used for the motivation of the employees for working in a well manner and fulfilling the expectations of the managers. Positive energy in the workplace are advantageous for the organizations not only by the performance being better but also helps to enable others for the performance in a better way (Harter, 2012). For an instance, studying the maps of network in the organizations that compare the position of people in the networks of information, influencing the networks, and positivity in the networks of energy. This contributes in revealing that a position of people within the network of energy seems to be highly predictive related to the success of the organization in comparison with his or her position in influencing the networks or the information.
Maintaining a positive energy made people far better for succeeding in comparison with the center of influence network or the information. In addition to this, this success contributes in conveying towards the interaction with the ones creating the energies. Positive energy helps in making others better creators of energy (Iwata, 2007). As a matter of fact, it has been found that organizations with high performance have three times better positive energies in comparison with the average ones.
Strong Interpersonal Relationships in the Organizations
Leaders and managers influence interrelationships in the work place by the facilitation of positivity in energy, by both positive energy being modelled and to diagnose and build networks of positive energy amongst the others in the organization. As interaction with positive energy seems to be attractive in nature, more frequently, there is formation of positive relationships. Leaders may not only be radiating positive energy by themselves, but the identification of the ones presenting positive energies with whom work is being done, and recognizing, rewarding and supporting them. As sources of positive energy influence the activities being performed by the others, there can be placement of positive energies within the roles and tasks that assist others for interacting with the others (Mondadori, 2009). For an instance, this will result in the enhancement of performance related to widened segments, sections and fields of the employees and the work place. These sources of positive energy can be referred to for coaching or mentoring the others, and the selection of these can be done for leading the initiatives of change in the organizations.
Creation of Positive Strong Relations in the Workplace
The first step in the development of positive and strong relationship in the work place is by providing supporting, honest, and direct feedback with respect to the negative attitudes and behaviors being presented and the influences these have over the business organization. Majority of the individuals are known for responding to the authentic feedback that is referred to as being helpful for the employees as well as the organization (Poling & Normand, 2009). The second step that can be adopted by leaders of the organization is by the promotion of positive relationship focused on the reinforcement of organizational and individual strengths. By building and identifying the strengths of people can contribute in the production of higher benefits in comparison with correcting and finding their weak points.
The relevance to enable positive relationships with the organizations is not a recent topic, but the influence of these types of relationships on a number of factors, have not yet been recognized in an appropriate manner in context with several researches (Skinner, 2008). These various factors include the physiological and emotional health of people, expectancy of life, and performance deviant in a positive manner within organizations and the relevant teams.
Positive reinforcement is referred to as the practice to praise good efforts within the work place rather than, or along with it to criticize bad efforts. This has been identified as the tool of managers that can be used for the motivation of the employees for working in a well manner and fulfilling the expectations of the managers. An entire system of rewards can be created by the managers of an organization favorable for the employees. It is not necessary that positive reinforcement can always be initiated on a large scale, a step in simple forms and gestures help in the formation of positive reinforcement anyways (Turner & Zacharatos, 2012). Positive reinforcement is important and can be used for addressing an issue related to the organization as well. In consideration with positive reinforcement, it can be stated that the managers of the organizations must be avoiding favoritism. Focus must be created on rewarding the entire team rather than specific individuals.
Positive energizers contribute in creating and supporting vitality within the others in the settings. They boost and uplift individuals. Interaction with positive energizers seems to be leaving the elevation and motivation in the feelings of others. The relevance to enable positive relationships with the organizations is not a recent topic, but the influence of these types of relationships on a number of factors, have not yet been recognized in an appropriate manner in context with several researches (Zeiler, 2007). These sources of positive energy can be referred to for coaching or mentoring the others, and the selection of these can be done for leading the initiatives of change in the organizations.
Domjan, W. (2009). “Aversive control: Avoidance and punishment,” In: The Principles of Learning and Behavior. CA: Thompson Learning. pp. 302.
Harter, J.K. (2012). “Well-Being in the Workplace and its Relationship to Business Outcomes: A Review of the Gallup Studies,” In C.L. Keyes & J. Haidt (Eds.), Flourishing: The Positive Person and the Good Life, pp. 205-224. Washington D.C.: American Psychological Association.
Iwata, B.A. (2007). Negative reinforcement in applied behavior analysis: an emerging technology. Journal of Applied Behavior Analysis, 20, pp. 361–78.
Mondadori, C. (2009). Time-dependent effects of post-trial reinforcement, punishment or ECS on passive avoidance learning. Physiol Behav, 18, pp. 1103–9.
Poling, A. & Normand, M. (2009). Noncontingent reinforcement: an inappropriate description of time-based schedules that reduce behavior. Journal of Applied Behavior Analysis, 32, pp. 237–8.
Skinner, B.F. (2008). “The behavior of organisms,” New York: Appleton-Century-Crofts.
Turner, N. & Zacharatos, A. (2012). “Positive psychology at work,” In C. R. Snyder & S. J. Lopez (Eds.), Handbook of positive psychology, pp. 715–728. New York: Oxford University Press.
Zeiler, M.D. (2007). Fixed-interval behavior: effects of percentage reinforcement. Journal of the Experimental Analysis of Behavior, 17(2), pp. 177–89.